The document discusses key considerations for structuring outsourcing engagements successfully. It covers factors like company culture, quality needs, cost savings goals, and conducting a strategic offshore planning process. Implementing governance is important to manage vendor relationships, performance, resources, finances, and risks. Critical success factors include having the right governance framework, addressing cultural differences, and ensuring clear objectives and communications.
The document provides an overview of Six Sigma management. It defines Six Sigma as a statistical concept that measures quality in terms of defects, with the goal of 3.4 defects per million opportunities. It describes the Six Sigma phases of Define, Measure, Analyze, Improve, and Control (DMAIC). Key tools for Six Sigma include process mapping, design of experiments, measurement system analysis, and control plans. Critical roles include Champions, Master Black Belts, Black Belts, and Green Belts. Implementing Six Sigma can help reduce costs and improve customer satisfaction, quality, and competitive advantage.
This document provides a summary of a course on risk management. It outlines the course objectives, expected outcomes, skills developed, required materials, instructional methods, schedule, assessment criteria, resources, and instructor contact information. The course objectives focus on planning, identification, analysis, responses, monitoring and control of risks on a project. It will be taught through lectures, demonstrations, discussions, and projects. Assessment will include weekly assignments, projects, quizzes, and a final exam. The instructor can be contacted by email or during posted office hours.
Compliagent is a consulting firm with a singular mission – guiding our healthcare provider clients in designing, managing and maintaining compliance infrastructure.
Serving over one-hundred healthcare facilities, providers, and business associates, we view compliance as an opportunity to partner with our healthcare provider clients to mitigate regulatory risk proactively and to build stronger organizations in a cost-effective way, ultimately leading to profitability increases and cost savings.
According to Project Management Institute (PMI), the Initiating Process Group is the first step to complete the five PMBOK's Project Management Process Groups. The Initiating Process Group consists of (Developing a Project Charter & Identify Stakeholders) those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
The document discusses how NASA Ames Research Center OCIO developed a process to prioritize projects based on organizational goals. It leverages GAO best practices to select projects through screening, ranking, and determining phases. Projects are evaluated using a scorecard across criteria of cost, value, risk, and intangibles. This ensures the most important projects are identified and resources are allocated effectively. The prioritization process and scorecard methodology provide transparency and clarity on project priorities.
The document provides information on Lean Six Sigma, including its roles, models, and tools. It discusses the Lean Six Sigma hierarchy and certification requirements for Green Belts and Black Belts. The DMAIC model for process improvement is described along with tools like SIPOC, VOC, and FMEA. Metrics for measuring an organization's Lean Six Sigma maturity are also presented.
The document provides information on Lean Six Sigma, including its roles, models, and tools. It discusses the Lean Six Sigma hierarchy and certification requirements for Green Belts and Black Belts. The DMAIC model for process improvement is described along with metrics for measuring an organization's Lean Six Sigma maturity. Lean Six Sigma and CMMI are presented as complementary process improvement initiatives.
The document discusses key considerations for structuring outsourcing engagements successfully. It covers factors like company culture, quality needs, cost savings goals, and conducting a strategic offshore planning process. Implementing governance is important to manage vendor relationships, performance, resources, finances, and risks. Critical success factors include having the right governance framework, addressing cultural differences, and ensuring clear objectives and communications.
The document provides an overview of Six Sigma management. It defines Six Sigma as a statistical concept that measures quality in terms of defects, with the goal of 3.4 defects per million opportunities. It describes the Six Sigma phases of Define, Measure, Analyze, Improve, and Control (DMAIC). Key tools for Six Sigma include process mapping, design of experiments, measurement system analysis, and control plans. Critical roles include Champions, Master Black Belts, Black Belts, and Green Belts. Implementing Six Sigma can help reduce costs and improve customer satisfaction, quality, and competitive advantage.
This document provides a summary of a course on risk management. It outlines the course objectives, expected outcomes, skills developed, required materials, instructional methods, schedule, assessment criteria, resources, and instructor contact information. The course objectives focus on planning, identification, analysis, responses, monitoring and control of risks on a project. It will be taught through lectures, demonstrations, discussions, and projects. Assessment will include weekly assignments, projects, quizzes, and a final exam. The instructor can be contacted by email or during posted office hours.
Compliagent is a consulting firm with a singular mission – guiding our healthcare provider clients in designing, managing and maintaining compliance infrastructure.
Serving over one-hundred healthcare facilities, providers, and business associates, we view compliance as an opportunity to partner with our healthcare provider clients to mitigate regulatory risk proactively and to build stronger organizations in a cost-effective way, ultimately leading to profitability increases and cost savings.
According to Project Management Institute (PMI), the Initiating Process Group is the first step to complete the five PMBOK's Project Management Process Groups. The Initiating Process Group consists of (Developing a Project Charter & Identify Stakeholders) those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
The document discusses how NASA Ames Research Center OCIO developed a process to prioritize projects based on organizational goals. It leverages GAO best practices to select projects through screening, ranking, and determining phases. Projects are evaluated using a scorecard across criteria of cost, value, risk, and intangibles. This ensures the most important projects are identified and resources are allocated effectively. The prioritization process and scorecard methodology provide transparency and clarity on project priorities.
The document provides information on Lean Six Sigma, including its roles, models, and tools. It discusses the Lean Six Sigma hierarchy and certification requirements for Green Belts and Black Belts. The DMAIC model for process improvement is described along with tools like SIPOC, VOC, and FMEA. Metrics for measuring an organization's Lean Six Sigma maturity are also presented.
The document provides information on Lean Six Sigma, including its roles, models, and tools. It discusses the Lean Six Sigma hierarchy and certification requirements for Green Belts and Black Belts. The DMAIC model for process improvement is described along with metrics for measuring an organization's Lean Six Sigma maturity. Lean Six Sigma and CMMI are presented as complementary process improvement initiatives.
This document outlines a 5-year strategy for Lean Six Sigma (LSS) at a greenfield site from 2011-2015. It details goals for integrating LSS with the organization's overall strategy, conducting gap analysis workshops, developing action plans and KPIs, selecting and training Belts, and ensuring the training strategy supports yearly strategic goals. Targets increase each year, such as the percentage of targeted KPIs showing improvement and the number of Belts selected and trained.
The document describes the EISA Audit methodology, which takes a continuous improvement approach. It outlines key elements of the EISA Audit including acceptance and continuance, the audit comfort cycle, substantive procedures, other audit procedures, and the audit committee communications plan. The audit comfort cycle involves understanding what management needs comfort on, how they get comfort, if they are entitled to that comfort, and if the auditors can audit that comfort. The methodology is designed to be adaptable to all clients and continuously improve over time with a focus on audit quality.
Pmbok 5th planning process group part four _ Project Risk ManagementHossam Maghrabi
This is PMBOK Guide Planning Process Group Part Four. It includes one Knowledge Area - Project Risk Management - with five processes - Plan Risk Management, Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses -.
The document discusses various planning processes and outputs for project quality, resource, communications, stakeholder, risk, and procurement management. It specifically examines the project quality management planning process and outputs of a quality management plan and quality metrics. It also explores the project resource management planning and estimate activity resources processes, and related outputs of a resource management plan, team charter, resource requirements, and a resource breakdown structure. Additionally, it describes the project communications management planning process and importance of a communications management plan. In under 3 sentences.
This document provides an overview of internal audit strategy and risk approach for not-for-profit organizations. It discusses the context and challenges not-for-profits face, conceptual frameworks for internal control and governance, a practical internal audit model, resourcing strategies, the internal audit process, and integrating risk management. It proposes a risk-based internal audit approach and roadmap for developing an enterprise risk management framework that embeds risk management into operations. The document is intended to help not-for-profits design and implement an effective internal audit and risk management function.
Riskpro is an Indian organization providing risk management services through offices in major cities. It aims to be the preferred provider of governance, risk and compliance solutions through integrated consulting services. Riskpro differentiates itself by offering quality advisory services normally provided by large firms, but at more affordable rates. Its main focus is on risk management, and it has over 200 years of cumulative experience across a multi-skilled team. Services include Basel compliance advisory, corporate and operational risk assessments, information security, governance, and training. The document provides an overview of Riskpro and its risk management benchmarking methodology.
The document provides a checklist for conducting a project health check to ensure projects are delivering value. It includes questions about the project scope, cost, schedule, staffing, systems, organization, communication, issue management, change control, risk management, quality management, procurement, contingency planning, benefits management, business processes, training, implementation, governance, documentation, and top management support. The questions are meant to evaluate whether key project elements and processes are defined, documented, being followed and delivering as intended.
Integrated Performance Management starts with a strategy
Strategy starts with a Balanced Scorecard with measures needed to assess if the performance processes and plans are actually delivering the planned performance
The document discusses the key activities and purposes of the Measure Phase in Six Sigma. These include mapping processes in detail to understand problems, conducting a Failure Modes and Effects Analysis to study possible process failures, measuring the current process capability to establish a baseline, and analyzing measurement systems to ensure accurate data collection. The goal is to focus improvement efforts by gathering information on the current process performance and identifying opportunities.
The document introduces key concepts in project management. It defines a project as a temporary endeavor to create a unique product or service. Project success is determined by meeting customer requirements, schedule, and budget. Project management aims to predict and prevent issues through skills, tools, and techniques. It oversees scope, time, cost, quality and ensures communication and risk management. The project life cycle includes initiation, definition, planning, implementation, deployment, and closing phases. A project manager's responsibilities include managing processes, people, issues, quality, and overall work plans.
The document introduces the concepts of project management. It defines a project as a temporary endeavor undertaken to produce a unique product or service. It then discusses the key characteristics of successful and failed projects. The rest of the document outlines the main components of project management including scope, issue, cost, quality, communication, risk, and change management. It also introduces tools like Gantt charts and PERT charts that are used for project planning and scheduling.
Process monitoring falls under program evaluation and assesses how program activities are implemented. It involves regularly tracking implementation through methods like reviewing reports and field observations. Process monitoring aims to improve efficiency and inform reprogramming. It answers questions about what is being done, by whom, for whom, how, when, and where. The information collected through process monitoring can then be used by managers, donors, governments, and communities to improve implementation and inform future programs. A successful process monitoring framework involves determining the purpose and uses of monitoring, developing measurable objectives, evaluation questions, collecting credible evidence, analyzing the information, and reporting findings.
Do your stakeholders want to see evidence of the program's impact?
By knowing what works in your learning portfolio, you can repeat successes and eliminate ineffective programs. This method is based on the work of Donald L. Kirkpatrick, Dr J. Phillips, Robert Brinkerhoff and Josh Bersin.
"Credible, data-driven and actionable reporting of your training impact and talent programs are critical for making right investment decisions."
www.greenbookslearning.com
The document provides information about the Certified Management Accountant (CMA) certification. It discusses that the CMA demonstrates expertise in financial planning, analysis, control, decision support, and ethics. Achieving the CMA is focused on critical business skills, respected by leading employers, and results in higher compensation. The CMA exams are administered worldwide and consist of two parts that can be taken in any order. The certification requires membership in IMA, a bachelor's degree, two years of professional experience, and passing both exam parts. The Managerial and Financial Training Center offers courses to help candidates prepare for the CMA exams.
The document outlines the planning process for an audit in 4 steps: 1) Gather information on the scope, requirements, and significant changes from prior periods. 2) Assess risks of material misstatement at the financial statement level. 3) Develop overall audit responses based on the risk assessment. 4) Develop a resource management plan to select an engagement team, allocate time, and plan communications and supervision. The planning process establishes the overall audit strategy to guide a more detailed audit plan.
Abstract: A board of directors has the responsibilities of supervising the management and overall business performance of an organisation. During the acquisition of assets through project development, a board requires a high level of confidence that management is applying prudence in doing the right things and doing things right. This paper focuses on how a board can gain this assurance through Cold Eyed Reviews (CERs). It discusses why an effective CER creates significant value and effective risk hedging to an organisation.
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 boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
El documento describe los principales componentes de hardware y software de una computadora. Define hardware como los componentes físicos como procesadores, memoria, tarjetas de video, almacenamiento, periféricos de entrada/salida. Define software como los componentes lógicos como sistemas operativos y aplicaciones. Explica los diferentes tipos de periféricos de entrada, salida y almacenamiento y sus funciones. También describe componentes clave como la CPU, RAM, ROM y tarjetas de video.
El documento describe los principales componentes de hardware y software de una computadora. Define hardware como los componentes físicos como procesadores, memoria, tarjetas de video, almacenamiento, periféricos de entrada/salida. Define software como los componentes lógicos como sistemas operativos y aplicaciones. Explica los diferentes tipos de periféricos de entrada, salida y almacenamiento y sus funciones. También describe componentes clave como la CPU, RAM, ROM y tarjetas de video.
The document discusses various competitive science programs and examinations for students in India and internationally. It describes the National Science Talent Search Scheme in India which identifies talented science students and awards scholarships. It also outlines the Science Olympiad program in the United States which is an annual competition where middle and high school teams compete in events pertaining to scientific disciplines. Additionally, it provides details on the Google Science Fair, an international online science competition sponsored by Google and other organizations that is open to students aged 13 to 18 worldwide.
The document discusses various competitive science programs and examinations for students in India, including the National Science Talent Search Scheme, Science Olympiad, and Google Science Fair. It provides details on the history and structure of each program, such as how the Talent Search Scheme identifies and awards scholarships to talented students, the regional and national levels of the Science Olympiad competition, and the global online science fair sponsored by Google. The document also contains sections on the conclusion and references.
This document outlines a 5-year strategy for Lean Six Sigma (LSS) at a greenfield site from 2011-2015. It details goals for integrating LSS with the organization's overall strategy, conducting gap analysis workshops, developing action plans and KPIs, selecting and training Belts, and ensuring the training strategy supports yearly strategic goals. Targets increase each year, such as the percentage of targeted KPIs showing improvement and the number of Belts selected and trained.
The document describes the EISA Audit methodology, which takes a continuous improvement approach. It outlines key elements of the EISA Audit including acceptance and continuance, the audit comfort cycle, substantive procedures, other audit procedures, and the audit committee communications plan. The audit comfort cycle involves understanding what management needs comfort on, how they get comfort, if they are entitled to that comfort, and if the auditors can audit that comfort. The methodology is designed to be adaptable to all clients and continuously improve over time with a focus on audit quality.
Pmbok 5th planning process group part four _ Project Risk ManagementHossam Maghrabi
This is PMBOK Guide Planning Process Group Part Four. It includes one Knowledge Area - Project Risk Management - with five processes - Plan Risk Management, Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses -.
The document discusses various planning processes and outputs for project quality, resource, communications, stakeholder, risk, and procurement management. It specifically examines the project quality management planning process and outputs of a quality management plan and quality metrics. It also explores the project resource management planning and estimate activity resources processes, and related outputs of a resource management plan, team charter, resource requirements, and a resource breakdown structure. Additionally, it describes the project communications management planning process and importance of a communications management plan. In under 3 sentences.
This document provides an overview of internal audit strategy and risk approach for not-for-profit organizations. It discusses the context and challenges not-for-profits face, conceptual frameworks for internal control and governance, a practical internal audit model, resourcing strategies, the internal audit process, and integrating risk management. It proposes a risk-based internal audit approach and roadmap for developing an enterprise risk management framework that embeds risk management into operations. The document is intended to help not-for-profits design and implement an effective internal audit and risk management function.
Riskpro is an Indian organization providing risk management services through offices in major cities. It aims to be the preferred provider of governance, risk and compliance solutions through integrated consulting services. Riskpro differentiates itself by offering quality advisory services normally provided by large firms, but at more affordable rates. Its main focus is on risk management, and it has over 200 years of cumulative experience across a multi-skilled team. Services include Basel compliance advisory, corporate and operational risk assessments, information security, governance, and training. The document provides an overview of Riskpro and its risk management benchmarking methodology.
The document provides a checklist for conducting a project health check to ensure projects are delivering value. It includes questions about the project scope, cost, schedule, staffing, systems, organization, communication, issue management, change control, risk management, quality management, procurement, contingency planning, benefits management, business processes, training, implementation, governance, documentation, and top management support. The questions are meant to evaluate whether key project elements and processes are defined, documented, being followed and delivering as intended.
Integrated Performance Management starts with a strategy
Strategy starts with a Balanced Scorecard with measures needed to assess if the performance processes and plans are actually delivering the planned performance
The document discusses the key activities and purposes of the Measure Phase in Six Sigma. These include mapping processes in detail to understand problems, conducting a Failure Modes and Effects Analysis to study possible process failures, measuring the current process capability to establish a baseline, and analyzing measurement systems to ensure accurate data collection. The goal is to focus improvement efforts by gathering information on the current process performance and identifying opportunities.
The document introduces key concepts in project management. It defines a project as a temporary endeavor to create a unique product or service. Project success is determined by meeting customer requirements, schedule, and budget. Project management aims to predict and prevent issues through skills, tools, and techniques. It oversees scope, time, cost, quality and ensures communication and risk management. The project life cycle includes initiation, definition, planning, implementation, deployment, and closing phases. A project manager's responsibilities include managing processes, people, issues, quality, and overall work plans.
The document introduces the concepts of project management. It defines a project as a temporary endeavor undertaken to produce a unique product or service. It then discusses the key characteristics of successful and failed projects. The rest of the document outlines the main components of project management including scope, issue, cost, quality, communication, risk, and change management. It also introduces tools like Gantt charts and PERT charts that are used for project planning and scheduling.
Process monitoring falls under program evaluation and assesses how program activities are implemented. It involves regularly tracking implementation through methods like reviewing reports and field observations. Process monitoring aims to improve efficiency and inform reprogramming. It answers questions about what is being done, by whom, for whom, how, when, and where. The information collected through process monitoring can then be used by managers, donors, governments, and communities to improve implementation and inform future programs. A successful process monitoring framework involves determining the purpose and uses of monitoring, developing measurable objectives, evaluation questions, collecting credible evidence, analyzing the information, and reporting findings.
Do your stakeholders want to see evidence of the program's impact?
By knowing what works in your learning portfolio, you can repeat successes and eliminate ineffective programs. This method is based on the work of Donald L. Kirkpatrick, Dr J. Phillips, Robert Brinkerhoff and Josh Bersin.
"Credible, data-driven and actionable reporting of your training impact and talent programs are critical for making right investment decisions."
www.greenbookslearning.com
The document provides information about the Certified Management Accountant (CMA) certification. It discusses that the CMA demonstrates expertise in financial planning, analysis, control, decision support, and ethics. Achieving the CMA is focused on critical business skills, respected by leading employers, and results in higher compensation. The CMA exams are administered worldwide and consist of two parts that can be taken in any order. The certification requires membership in IMA, a bachelor's degree, two years of professional experience, and passing both exam parts. The Managerial and Financial Training Center offers courses to help candidates prepare for the CMA exams.
The document outlines the planning process for an audit in 4 steps: 1) Gather information on the scope, requirements, and significant changes from prior periods. 2) Assess risks of material misstatement at the financial statement level. 3) Develop overall audit responses based on the risk assessment. 4) Develop a resource management plan to select an engagement team, allocate time, and plan communications and supervision. The planning process establishes the overall audit strategy to guide a more detailed audit plan.
Abstract: A board of directors has the responsibilities of supervising the management and overall business performance of an organisation. During the acquisition of assets through project development, a board requires a high level of confidence that management is applying prudence in doing the right things and doing things right. This paper focuses on how a board can gain this assurance through Cold Eyed Reviews (CERs). It discusses why an effective CER creates significant value and effective risk hedging to an organisation.
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 boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
El documento describe los principales componentes de hardware y software de una computadora. Define hardware como los componentes físicos como procesadores, memoria, tarjetas de video, almacenamiento, periféricos de entrada/salida. Define software como los componentes lógicos como sistemas operativos y aplicaciones. Explica los diferentes tipos de periféricos de entrada, salida y almacenamiento y sus funciones. También describe componentes clave como la CPU, RAM, ROM y tarjetas de video.
El documento describe los principales componentes de hardware y software de una computadora. Define hardware como los componentes físicos como procesadores, memoria, tarjetas de video, almacenamiento, periféricos de entrada/salida. Define software como los componentes lógicos como sistemas operativos y aplicaciones. Explica los diferentes tipos de periféricos de entrada, salida y almacenamiento y sus funciones. También describe componentes clave como la CPU, RAM, ROM y tarjetas de video.
The document discusses various competitive science programs and examinations for students in India and internationally. It describes the National Science Talent Search Scheme in India which identifies talented science students and awards scholarships. It also outlines the Science Olympiad program in the United States which is an annual competition where middle and high school teams compete in events pertaining to scientific disciplines. Additionally, it provides details on the Google Science Fair, an international online science competition sponsored by Google and other organizations that is open to students aged 13 to 18 worldwide.
The document discusses various competitive science programs and examinations for students in India, including the National Science Talent Search Scheme, Science Olympiad, and Google Science Fair. It provides details on the history and structure of each program, such as how the Talent Search Scheme identifies and awards scholarships to talented students, the regional and national levels of the Science Olympiad competition, and the global online science fair sponsored by Google. The document also contains sections on the conclusion and references.
This document discusses the roles and responsibilities of various parties in the pricing and validation process at a bank. Finance has overall responsibility for financial reporting and delegates pricing and valuation control to other functions. Risk is responsible for approving models and setting market parameters. Front office is responsible for deal execution while middle office validates standard parameters and produces P&L statements. Operations ensures accurate deal representation in systems.
El documento describe los principales componentes de hardware y software de una computadora. Define hardware como los componentes físicos como procesadores, memoria, tarjetas de video, almacenamiento, periféricos de entrada/salida. Define software como los componentes lógicos como sistemas operativos y aplicaciones. Explica los diferentes tipos de periféricos de entrada, salida y almacenamiento y sus funciones. También describe componentes clave como la CPU, RAM, ROM y tarjetas de video.
Energy markets have been subject to deep structuring changes in the last few years. Discover CH&Cie's commodities offer and our 5 key levers to be successful on the competition arena
Jameela Bhagat - Professional Portfoliojameelabhagat
This document provides details of several residential and commercial projects designed by Jai Bhagwan Architects. It includes summaries of projects such as a 7-acre residential development in Electronic City with 585 units, a 3.4 lakh square foot office building for Primal IT Projects, and a 20-acre campus for Huawei Technologies in Bengaluru. Floor plans, sections, and other drawings are presented for many of the projects. The involvement of the architect in design development, approvals, and coordination is also described for several projects.
In the current demanding environment, Financial Institutions are facing a complex challenge: attract new clients while keeping a strict cost effective approach and coping with local and global regulations.
CH&Cie takes you through the stakes and key success factors to to increase attractiveness and customer satisfaction.
The document discusses upcoming changes in banking regulation, focusing on benchmarking of internal models used to calculate capital requirements. Key points include:
- Regulators aim to standardize calculations and reduce inconsistencies between banks through benchmarking portfolios and comparing risk-weighted assets.
- This will move regulation from individual bank oversight to an industry-wide, top-down approach where deviations from market averages could lead to sanctions.
- Banks will need to strengthen controls, optimize risk management, and may need to redesign some internal models to align with benchmarks and new standardized methodology.
This document discusses regulations and standards that govern the banking system. It provides context on factors that drive regulations, including the 2007-2008 financial crisis which revealed shortcomings in risk management. Major standards discussed include Basel II, Basel 2.5, Basel III, IFRS 9, and IFRS 13. Each standard addresses specific objectives like strengthening capital requirements, managing liquidity risk, and increasing transparency. The document also outlines the principles and objectives of the various standards, with a focus on Basel II, Basel 2.5, and how they aim to improve risk measurement and management.
Este documento breve menciona diferentes tipos de interacciones biológicas como mutualismo, parasitismo y comensalismo, así como dos temas de salud importantes como el cáncer de pulmón y el corazón humano.
The Volcker Rule, a part of the Dodd-Frank Wall Street Reform and Consumer Protection Act, was adopted on December 10, 2013. Check out how CH&Cie can help your organization implement it
HR departments are deeply evolving from administrative-focused to business-focus organizations. Thanks to its in-depth knowledge on IT&Ops, CH&cie takes you through the context and stakes of this transformation
Chappuis Halder & Cie is a consulting firm that specializes in financial services. They propose a "Kick-Boost-Launch Approach" to help banks develop digital strategies. This involves workshops to understand opportunities, benchmarking best practices, and defining a multi-year roadmap. Their presentation outlines the major changes in banking driven by new technologies and customers' shifting expectations towards more personalized, convenient digital experiences. It also identifies areas banks can improve and innovate, such as operational efficiency, new business models, and targeting underserved customer segments through digital channels.
The document describes an approach for establishing an extended development center to provide remote services and staff augmentation. It involves the following phases: 1) Scoping and planning the services to be provided and teams involved, 2) Ramping up through knowledge transfer and setting up project management, and 3) Steady state delivery of services across multiple tracks of work. Key aspects of the approach include establishing governance structures, leveraging skills of offshore resources to improve productivity and reduce costs, and focusing on critical success factors like milestone-based delivery and risk mitigation.
Regulatory Affairs Outsourcing Considerations and ModelsPaul Kuiken
I present a number of issues which are being considered by all organisations in the healthcare, pharmaceutical, biotechnology, and clinical sectors. I presented this to an audience at an outsourcing summit and have tailored this to a more general audience.
I am happy to receive your comments and provide your insights to whether you agree or not with my points or to hear from you regarding your experiences of outsourcing in whatever sector you are interested in.
The document discusses key concepts in project management. It defines a project as having a defined objective, deadline, and requiring integration of knowledge from different organizations. Project management is important for getting work done correctly and on schedule. It also allows for prioritized work distribution, risk management, and standardized processes. The document outlines the project life cycle and emphasizes the importance of planning, organizing, and controlling projects.
The document discusses governance strategies for global services organizations. It outlines three layers of governance - organizational, functional, and operational. Organizational governance ensures strategic alignment. Functional governance manages transformations to new operating models. Operational governance focuses on execution through activities like contract management, performance monitoring, and issue resolution.
Scalable & Integrated Program Audit is an effective Auditing framework for handling large complex programs/ practices in organization, which works on Value Generation, Compliance, capability and Risk evaluation principles.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
This document describes a project management course with the following key points:
- The course covers integration management and other core project management knowledge areas including scope, time, cost, quality, human resources, communications, risk, and procurement management.
- The course content will address the processes, tools, and techniques used in each knowledge area. Specific topics include developing project charters and management plans, directing project work, monitoring and controlling the project, integrated change control, and closing projects.
- The course is worth 9 credits and will use continuous assessment and a final examination for grading. The instructor has extensive qualifications in various engineering fields and project management.
Planning and Improvement Advisor - Projects - Position DescriptionRenee Maisch
This document outlines the role and responsibilities of a Planning and Improvement Advisor position at Virgin Australia. The role supports productivity and operational effectiveness for Ground Operations through initiatives like developing standard operating procedures, project support, and identifying areas for improvement. Key responsibilities include maintaining project status reports, developing and refining processes, conducting data analysis to improve productivity and revenue, and ensuring policies support on-time performance and excellent customer service. The position requires strong process development, communication, and stakeholder engagement skills as well as experience in operations, change management, and advisory services.
Educause Connect, Portland - Becoming a Partner of Choice in Portfolio & Proj...Jane Cox
This document discusses portfolio and project management best practices between two universities. It begins with an agenda and background on the University of Idaho and Evergreen State College. Both schools faced challenges with inefficient technology investments and a lack of governance. To address this, they implemented dedicated project management resources, processes, and transparency. The rest of the document covers key concepts, measuring maturity, example models, roadmaps, and exercises. It provides a recipe for success that involves understanding the current state, goals, and regularly planning, checking, and communicating progress.
The document discusses reforms to the TSA's acquisition programs. It notes that historically TSA acquisition programs have faced cost, schedule, and performance challenges. In 2016, TSA conducted internal and external assessments and created an Acquisition Reform Task Force. The Task Force made recommendations to centralize programs, establish requirements and testing functions, and refine roles. In December 2016, TSA created new offices to address these, including the Office of Acquisition Program Management, the Office of Requirements and Capabilities Analysis, and the Office of Contracting and Procurement. Future phases will continue realigning programs and improving processes.
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2. AGENDA
1
2
3
4
Business Drivers of an Offshoring Program
High level approach
Key Challenges and Success Factors
Appendix: Focus on the methodology
3. Benefits
Business drivers
Reduce significantly salaries (up to 55% depending on location) and premises costs (up to 60% depending on location)
Being granted with specific Tax incentives
Achieve economies of scale
Cost reduction
1
Business Drivers of an Off-shoring Program
Take advantage of the program to homogenize and standardize processes in both locations
Improve efficiency of the processes and redeploy workforce in onshore location
Process standardization
and improvement
2
Focus on core competencies in the onshore location: retained staff focus on “value-add”activities
Establish or reinforce a local presence
Implement a “multi-tasking”resources pool and create synergies in the offshore location
Create a shared services center able to assist several countries & business lines and more flexible/ agile if volumes increase
Optimization
of competencies
3
Set up a “Follow The Sun”organization with overnight coverage
Comply with specific BCP requirements (According to the FED US bond settlements activity has to be able to settle, clear & close out from a location >100 miles from the main processing center)
Ensure constant back up and full business continuity
Coverage extension
4
3
4. Partial off/near
shoring potential
Partial off/near
shoring potential
Off/near shoring potential
Overview of Functions Potentially Transferrable within an Operations Department
Sensitivity vs. Proximity matrix
Methodology used
Based on this analysis teams are identified as fully or partially near/off-shorable
10%
0%
30%
20%
50%
40%
70%
60%
90%
80%
100%
10%
0%
30%
20%
50%
40%
70%
60%
90%
80%
100%
Sensitivity
Proximity
Sensitivity
Proximity
Team were categorized according to several aspects indicating proximity needs:
Client facing
Physical proximity
Shared time-zone
Language skills
Cultural Proximity
4
Teams were categorized according to several aspects indicating business sensitivity:
Legal/regulatory restriction
Specific stakeholders requirements
Specific staff skill requirement/labor market offering at off/near- shoring location
Application sensitivity
Operational risk level
Complexity of tasks
Capital Market Ops
Corporate Banking Ops
5. AGENDA
1
2
3
4
Business Drivers of an Offshoring Program
High level approach
Key Challenges and Success Factors
Appendix: Focus on the methodology
6. High Level Approach of an Off-shoring Program
6
Business Case
Target location choice
Near vs. Off location
Pool of resources availability (specific expertise…)
Savings (base salaries, premises, tax incentives…)
Expected savings & ROI
Cost reduction target
Return on Investment
Strategy definition
Global vs. Regional
Coverage strategy (Same time zone vs. worldwide coverage: ”Follow The Sun”)
Hub/ Regionalization
Number of waves to be implemented
Affected perimeter
1
6 weeks*
Transfer Opportunities
Study
Identification of transfer constraints
Operational risks (process stability, automation level, function sensitivity)
Specific expertise required and related recruitment issues
Critical size
Regulatory constraints
Proximity needs with other units/departments or clients
Business case validation
Synthesis of the functions to be transferred
Scenario building and target set up choice:
•Functions to transfer
•Choice between near shoring or offshoring
•Estimation of the overlap period required
•Calculation of the project costs and related savings
Definition of different Implementation phases
2
3-4 months*
Implementation Follow-up, Optimization & Oversight
HR strategy definition
Onshore location: retention of top performers
Offshore location: assessment of the staff turnover and identification of retention strategy
HR policy review (Holiday policy…)
TOM optimization
Improvement of communication between off shore and on shore location
Workload optimization: as-is analysis and identification of opportunities for process improvements
Workflows and systems enhancement
Optimization of synergies in both on and offshore locations
Performance monitoring
Satisfaction study: evaluation of team performance on a regular basis and identification of potential issues , quick wins and long term remediation actions
Define the escalation process
Track the realization of the business case
4
>>>
Execution/Transition
Phase
Target organization
Definition of Target Operating Model (Governance, org. charts, P&P, SLAs…)
Definition of TOM KPIs
Project Management
Project Monitoring
Savings & costs monitoring
External & internal communication
Dedicated meetings with affected staff, HR & Managers (and design of RIF matrix)
Press release
Recruitment
Posting of job offers (internal & external)
Hiring process (rounds of interviews, final approver ...)
Regional organization charts (solid vs. doted reporting lines)
On-boarding
Task force set-up including Logistics, BCP, IT, Security and HR
Training
Definition of a training plan for each department (e.g. specific content, active/ passive shadowing) & training material
3
1 year*
* Timing for information only as it may vary depending on the project’scope
7. AGENDA
1
2
3
4
Business Drivers of an Offshoring Program
High level approach
Key Challenges and Success Factors
Appendix: Focus on the methodology
8. Key challenges and success factors
Business Case
8
Challenges Shortfalls Key Success Factors identified and proposed by CH&Cie
Deeply analyze key indicators of the country: staff cost, O&P cost
political stability, level of workforce education, languages spoken,
quality of infrastructures, difficulty to travel (visa…)
Have a good overview of regulatory and legal constraints
Analyze work market depth
List the key competencies and specific required expertise
Target location
choice
• Difficulty in finding candidates with desirable
background and skills
• Salaries ending up higher than expected
• Legal issues due to cultural differences (max.
working hours…)
• Additional constraints due to very high data
protection (Singapore)
• Training issue due to specific visa requirements
Business Case
1
Transfer Opportunities
Study
2
Execution/Transition
Phase
3
Implementation Follow-up,
Optimization & Oversight
4
Ensure that offshoring strategy to be established is a real leaver
of the whole business strategy
Have a very clear overview of the offshoring strategy to be
implemented
Strategy assessment
• Offshoring strategy not in line with overall
business approach
• Lack of clear strategy overview
Ensure a proper current state assessment
Define appropriate performance measures
Assess qualitative & quantitative benefits
Check the organization “readiness “
Feasibility study
• Organization which is not ready to support a
significant transformation initiative
A
B
C
9. Key challenges and success factors
Transfer Opportunities Study
9
Business Case
1
Transfer Opportunities
Study
2
Execution/Transition
Phase
3
Implementation Follow-up,
Optimization & Oversight
4
Key Success Factors identified Challenges Shortfalls and proposed by CH&Cie
Spend time to design the overall target operating model and get the
buy-in of all key stakeholders
Take advantage of time zone differences (‘Follow The Sun’)
Push end-to-end processes instead of tasks
Consistency and
efficiency of the target
operating model
• Offshore teams performing a multitude of
micro-tasks with no connection between them
• Onshore teams placing orders on a ad-hoc basis
to offshore teams
Communicate only with Heads of department and middle mgmt
until the transfer opportunities are identified and validated
On-board team leaders at the beginning of the project and
implement follow-up on a regular basis
Confidentiality and
Communication
• Resistance and lack of cooperation from Middle
Management
Analyze the existing process entirely to identify potential
stickiness with other departments
Ensure critical size is reached for each unit, global consistency
and leverage on potential synergies among transferred units
Transfer opportunities
identification
• Constraints not properly identified
A
B
C
10. Key challenges and success factors
Execution/Transition Phase
10
Business Case
1
Transfer Opportunities
Study
2
Execution/Transition
Phase
3
Implementation Follow-up,
Optimization & Oversight
4
Key Success Factors identified Challenges Shortfalls and proposed by CH&Cie
Explain the various stages of the governance model
Communicate the criteria to move from one step to another
Establish clear RACI and kill potential redundancies
Process ownership &
understanding of the
new organization
• A-team vs. B-team syndrome creating de-motivation
• Difficulty to apprehend who is in charge of what
• Offshore teams perceived as a separate entity
B
Draft transition check-list for communication between teams
Test the readiness of IT systems and assess the quality of the
process documentation early in the project
Design a transversal training plan
Transitioning processes
without compromising
on risks
• Delays in the roadmap due to unforeseen logistical
issues (visa, space planning, IT connectivity…)
• Lack of documentation & training materials
C
Build brand awareness through corporate events (buzz)
Invest in premises and quality of the working environment
Secure a pool of ‘multi-tasking’ resources
Recruiting & retaining
CIB-skilled resources
• Limited brand image in the local market to attract
talents
• Inappropriate planning of the recruitments leading
to delays in the roadmap
D
Structure with HR a well-structured, open mobility plan and
anticipate/preempt open positions in advance
Explain what is going to happen and how you plan to handle it
Changing mindset
• Senior executive delivering conflicting messages
• Fear of losing the job and inability to call into
question (acquisition of new skills)
E
Negotiation and dialogue with working councils and adaptation of
the communication plan
Focus change management efforts on middle managers / team
leaders
Keeping the
communication under
control
• Project going public unexpectedly, reputation &
media risks not anticipated
F
Monitor dependencies with other projects
Define a unique sponsor to ensure the lead of the project
Set up a project structure with frequent committees,
comprehensive project tools & an escalation process to ensure
alerts are quickly identified
Suitable governance
• All dimensions of the project (process,
organization, time, cost, HR, communication, IS,
etc.) not properly monitored
• Issues not escalated
A
11. Key challenges and success factors
Implementation Follow-up, Optimization
& Oversight
11
Business Case
1
Transfer Opportunities
Study
2
Execution/Transition
Phase
3
Implementation Follow-up,
Optimization & Oversight
4
Key Success Factors identified Challenges Shortfalls and proposed by CH&Cie
Plan in the project a reorganization of onshore and offshore teams
after the transfers (optimization phase)
Strengthen the headcount monitoring process globally
Agree on conversion ratio (Offshoring In – Productivity Gain) and
monitor their evolution over time (underlying action plan)
Delivering the business
case ROI
• Return On Investment not delivered in many
cases
• Late detection of hidden project costs
• Underestimation of exit costs
• Project changes (de-scoping) not factored in
A
Assess teams performance on a regular basis (off shore location)
Ensure that off shore location set-up is fully up & running (no
duplicated tasks between locations or tasks still performed by on
shore site)
Assessment of strategy
effectiveness
• Under performance compared to initial
expectation
• Poor level of services quality (complaints from
clients)
• Onshore set-up overwhelmed due to partial
take over from new platform
C
Review on shore and off shore HR strategy (retention packages,
review of working conditions if conflict with local culture…)
Appropriate
HR Strategy
• High turnover in off shore location (cultural
issue…)
• Resignation of high potential staff in on shore
location
B
12. AGENDA
1
2
3
4
Business Drivers of an Offshoring Program
High level approach
Key Challenges and Success Factors
Appendix: Focus on the methodology