The Oracle EPPM Board discussed extracting strategic insights from project portfolio data. There was consensus that most companies have improved data generation but face challenges in analyzing patterns to predict outcomes and link insights to strategy. Executives need concise information to guide investment decisions, but also require softer contextual factors beyond numbers. The future of project management involves disseminating intelligence across organizations as knowledge centers rather than modifying data internally. Aligning information to consumption patterns will also be key as the next generation of workers expects freedom in accessing and sharing resources.
Today’s most forward-thinking IT leaders view outsourcing not as a cost reduction tactic but rather as a strategic vehicle and catalyst for transforming the organization into a digital business. They have learned that taking an approach that drives alignment with business requirements, transforms the state of IT, and changes the “work” that is being done not only produces better service levels but also delivers exponentially greater cost savings. In this new white paper, "IT Outsourcing Is Not About Cost Savings", The Outsourcing Institute and WGroup have teamed up to provide guidance to help you rethink IT outsourcing and how you can deliver increased shareholder value.
More Information:
https://flevy.com/browse/business-document/effective-staff-suggestion-system-kaizen-teian-157
BENEFITS OF DOCUMENT
Implement a strategy and mechanism to generate a constant flow of ideas.
Simplify the evaluation system to speed up the suggestions feedback process.
Learn effective approaches to develop creativity and improve participation rates.
DOCUMENT DESCRIPTION
Effective Staff Suggestion System is based on Kaizen Teian -- the Japanese-style proposal system for continuous improvement -- is the most direct and effective method for channeling employees' creative energies and hands-on insight.
This presentation focuses on the management, guidance, and development of an effective suggestion system. It explains the key aspects of running a suggestion system or proposal program on a day-to-day basis. This concise reference outlines the policies that support a "bottom-up" system of innovation and defines the three main objectives of a successful suggestion system: to build participation, develop individuals' skills, and achieve higher profits.
This comprehensive guide teaches the methods to plan, implement and sustain the program. It teaches strategy, mechanism, roles, process, and how employees should write good ideas.
LEARNING OBJECTIVES
1. Understand the key elements of a suggestion system
2. Define how to plan and launch an effective suggestion system
3. Describe how to set up a strategy and mechanism to generate ideas, capture quality ideas, evaluate ideas and sustain a constant flow of ideas
4. Explain how to develop employees to identify opportunities for improvement and write good quality ideas
5. Define success factors for sustaining a suggestion system
CONTENTS
1. Introduction to Kaizen
2. Introduction & Basic Concepts of a Suggestion System
3. Scope of Suggestions
4. Goals of a Suggestion System
5. Planning & Launching a Suggestion System
6. Roles & Responsibilities
7. The Suggestions Process
8. Evaluation & Award Systems
9. Examples of Effective Procedures
10. Techniques for Developing Creativity
11. Examples of Ideas for Improvement
12. Points for Improvement
13. Ways to Develop "Kaizen Eyes"
14. How to Sustain a Suggestion System
Got a question about this presentation? Email us at support@flevy.com.
Increasing project success rates using project behavioral coachingWGroup
This strategy brief discusses the use of project behavioral coaching, which is a technique based on the science of human behavior that can be used with any methodology to drive up success. Covers the high level steps used in performing the project behavioral coaching™ (PBC) technique as a guide for project professionals that desire an introduction to learning the basics.
Technology is not the Answer: Why "digital" is not the most important aspect ...Megan Hurst
Shortly after its establishment in 1970, researchers at Xerox Parc invented the personal computer, complete with graphical user interface, windows, icons and a mouse. Yet, Xerox completely failed to successfully market and sell the personal computer and is still today known for making photocopiers and mainframes. In 1975, an employee at Kodak built the first digital camera. In 2012, Kodak filed for bankruptcy, having had its photographic film business disrupted by competitors invested heavily in promoting the "new" technology of digital photography. So why do large organizations (including academic institutions) fail to evolve with the times? And what is your strategy for supporting evolution and innovation in your organization? How do you adapt to and benefit from change and new ideas? In 2018, Athenaeum21 was commissioned to conduct an environmental scan of how and why digital strategies in a range of organizations succeed, and also why they "fail." We define "digital strategy" as "a plan of action for the adoption of institutional processes and practices to support and/or transform the organization and culture to effectively and competitively function in an increasingly digital world." Our research included a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital skills-building in higher education, non-profits, and corporations. The report we produced provides examples of successful practices undertaken by organizations actively managing digital transformation and benefiting from their investments in innovation in Canada, the United States and Europe, as well as examples of so-called "failed" digital strategies. The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that we identified during the research: 1. People, 2. Culture, 3. Leadership, 4. Organizational Alignment, followed by 5. Data, and 6. Technology. We will present our findings and model, with examples of how and why people, culture, leadership, and organizational alignment are more important for digital transformation than data and technology. We would like to have a robust discussion of how this model fits with your own local context.
ADV Slides: Why Organizations Don’t Change When They Need ToDATAVERSITY
So you have a great idea for the data in your organization. Maybe it’s been acknowledged by some prominent leaders, but nothing ever happens. When the speaker has done his Action Plans for organizations over the years, he’s heard more questions from clients directed elsewhere in the organization about how to get the initiatives moving than he has heard about the initiatives he is creating. Organizations are mostly not good at moving good ideas forward.
Why does this happen and what can be done about it? The speaker will share his experience with utilizing his favorite skill – getting things done in enterprises.
Dislodge the logjams, make data a key asset, and make your organization an attractive, progressive place for data talent in 2021.
The Economist Intelligence Unit surveyed over 600 business leaders worldwide and across different industry sectors about the use of Big Data in their organizations.
The research confirms a growing appetite for data and data-driven decisions and those who harness these correctly stay ahead of the game. The report provides insight on their use of Big Data today and in the future, and highlights the advantages seen and the specific challenges Big Data has on decision making for business leaders.
Key findings:
75% of respondents believe their organizations to be data-driven
9 out of 10 say decisions made in the past 3 years would have been better if they’d had all the relevant information
42% say that unstructured content is too difficult to interpret
85% say the issue is not about volume but the ability to analyze and act on the data in real time
Today’s most forward-thinking IT leaders view outsourcing not as a cost reduction tactic but rather as a strategic vehicle and catalyst for transforming the organization into a digital business. They have learned that taking an approach that drives alignment with business requirements, transforms the state of IT, and changes the “work” that is being done not only produces better service levels but also delivers exponentially greater cost savings. In this new white paper, "IT Outsourcing Is Not About Cost Savings", The Outsourcing Institute and WGroup have teamed up to provide guidance to help you rethink IT outsourcing and how you can deliver increased shareholder value.
More Information:
https://flevy.com/browse/business-document/effective-staff-suggestion-system-kaizen-teian-157
BENEFITS OF DOCUMENT
Implement a strategy and mechanism to generate a constant flow of ideas.
Simplify the evaluation system to speed up the suggestions feedback process.
Learn effective approaches to develop creativity and improve participation rates.
DOCUMENT DESCRIPTION
Effective Staff Suggestion System is based on Kaizen Teian -- the Japanese-style proposal system for continuous improvement -- is the most direct and effective method for channeling employees' creative energies and hands-on insight.
This presentation focuses on the management, guidance, and development of an effective suggestion system. It explains the key aspects of running a suggestion system or proposal program on a day-to-day basis. This concise reference outlines the policies that support a "bottom-up" system of innovation and defines the three main objectives of a successful suggestion system: to build participation, develop individuals' skills, and achieve higher profits.
This comprehensive guide teaches the methods to plan, implement and sustain the program. It teaches strategy, mechanism, roles, process, and how employees should write good ideas.
LEARNING OBJECTIVES
1. Understand the key elements of a suggestion system
2. Define how to plan and launch an effective suggestion system
3. Describe how to set up a strategy and mechanism to generate ideas, capture quality ideas, evaluate ideas and sustain a constant flow of ideas
4. Explain how to develop employees to identify opportunities for improvement and write good quality ideas
5. Define success factors for sustaining a suggestion system
CONTENTS
1. Introduction to Kaizen
2. Introduction & Basic Concepts of a Suggestion System
3. Scope of Suggestions
4. Goals of a Suggestion System
5. Planning & Launching a Suggestion System
6. Roles & Responsibilities
7. The Suggestions Process
8. Evaluation & Award Systems
9. Examples of Effective Procedures
10. Techniques for Developing Creativity
11. Examples of Ideas for Improvement
12. Points for Improvement
13. Ways to Develop "Kaizen Eyes"
14. How to Sustain a Suggestion System
Got a question about this presentation? Email us at support@flevy.com.
Increasing project success rates using project behavioral coachingWGroup
This strategy brief discusses the use of project behavioral coaching, which is a technique based on the science of human behavior that can be used with any methodology to drive up success. Covers the high level steps used in performing the project behavioral coaching™ (PBC) technique as a guide for project professionals that desire an introduction to learning the basics.
Technology is not the Answer: Why "digital" is not the most important aspect ...Megan Hurst
Shortly after its establishment in 1970, researchers at Xerox Parc invented the personal computer, complete with graphical user interface, windows, icons and a mouse. Yet, Xerox completely failed to successfully market and sell the personal computer and is still today known for making photocopiers and mainframes. In 1975, an employee at Kodak built the first digital camera. In 2012, Kodak filed for bankruptcy, having had its photographic film business disrupted by competitors invested heavily in promoting the "new" technology of digital photography. So why do large organizations (including academic institutions) fail to evolve with the times? And what is your strategy for supporting evolution and innovation in your organization? How do you adapt to and benefit from change and new ideas? In 2018, Athenaeum21 was commissioned to conduct an environmental scan of how and why digital strategies in a range of organizations succeed, and also why they "fail." We define "digital strategy" as "a plan of action for the adoption of institutional processes and practices to support and/or transform the organization and culture to effectively and competitively function in an increasingly digital world." Our research included a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital skills-building in higher education, non-profits, and corporations. The report we produced provides examples of successful practices undertaken by organizations actively managing digital transformation and benefiting from their investments in innovation in Canada, the United States and Europe, as well as examples of so-called "failed" digital strategies. The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that we identified during the research: 1. People, 2. Culture, 3. Leadership, 4. Organizational Alignment, followed by 5. Data, and 6. Technology. We will present our findings and model, with examples of how and why people, culture, leadership, and organizational alignment are more important for digital transformation than data and technology. We would like to have a robust discussion of how this model fits with your own local context.
ADV Slides: Why Organizations Don’t Change When They Need ToDATAVERSITY
So you have a great idea for the data in your organization. Maybe it’s been acknowledged by some prominent leaders, but nothing ever happens. When the speaker has done his Action Plans for organizations over the years, he’s heard more questions from clients directed elsewhere in the organization about how to get the initiatives moving than he has heard about the initiatives he is creating. Organizations are mostly not good at moving good ideas forward.
Why does this happen and what can be done about it? The speaker will share his experience with utilizing his favorite skill – getting things done in enterprises.
Dislodge the logjams, make data a key asset, and make your organization an attractive, progressive place for data talent in 2021.
The Economist Intelligence Unit surveyed over 600 business leaders worldwide and across different industry sectors about the use of Big Data in their organizations.
The research confirms a growing appetite for data and data-driven decisions and those who harness these correctly stay ahead of the game. The report provides insight on their use of Big Data today and in the future, and highlights the advantages seen and the specific challenges Big Data has on decision making for business leaders.
Key findings:
75% of respondents believe their organizations to be data-driven
9 out of 10 say decisions made in the past 3 years would have been better if they’d had all the relevant information
42% say that unstructured content is too difficult to interpret
85% say the issue is not about volume but the ability to analyze and act on the data in real time
PwC's - Redefining finance's role in the digital-ageTodd DeStefano
Finance functions within insurance companies are evolving and assisting supported businesses with actionable data and developing "what if" situations for mid course corrections to navigate the business through turbulant economic and competitive scenarios.
How To Improve Profitability & Outperform Your Competition: the Guide to Data...A.J. Riedel
Find out how adopting data-driven decision-making can reduce your risk of making costly marketing and product mistakes and improve your product sell-through in this free E-Book.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalSubrahmanyam KVJ
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
Ben Chamberlain, UMT360: PPM + Financial Intelligence = Greater ROIUMT
Ben Chamberlain, UMT360 gave this presentation at Microsoft and UMT event Project Portfolio Management Exchange at Microsoft San Francisco office on January 14, 2014.
UN Capacity Mapping 2020: Innovation, Data and Digital CapabilitiesKersten Jauer
The annual UN System Innovation, Data and Digital Capacity Assessment is designed to foster improvements in strategy, organizational design, culture, policy and practice across the UN family. Now in its third year, the assessment surveys leaders in UN System entities on the strength of organizational ‘capabilities’ and ‘cultures’. The main output is a ‘map’ that shows entities in four quadrants: Those organizations who are ‘leading’, those with ‘gaps in capability’ or ‘culture’, and those ‘at risk’ of falling behind.
Designed by the Secretary-General's Strategic Planning Unit with support from the UN Innovation Network, UNICEF, UNDP and the Chief Executive Board Secretariat, the 2020 edition measured 80 detailed change attributes and received inputs from leaders in over 50 UN System entities.
Managing Dependencies is often made harder by poor documentation and representation approaches. This presentation proposes a simple network based representation that is directly driven by dependency data.
Methods of Organizational Change ManagementDATAVERSITY
The disparity between expecting change and managing it — the “change gap” — is growing at an unprecedented pace. This has put many information management shops into traction as they initiate large, complex projects needed to stay competitive.
Information management professionals and business leaders must concern themselves with the organization’s acceptance of these efforts. To be successful in achieving the larger enterprise goals, these initiatives must transform the organization. However, it takes more than wishful thinking to bridge the gap.
The complexities of engaging behavioral and enterprise transformation are too often underestimated at great peril because the “soft stuff” is truly hard.
Unlocking the Value of Big Data (Innovation Summit 2014)Dun & Bradstreet
Big Data is central to the strategic thinking of today’s innovators and business executives as companies are scrambling to figure out the secret to transforming Big Data to Big Insight and that Insight into Action. As many companies struggle with the emerging technologies and nascent capabilities to discover and curate massive quantities of highly dynamic data, new problems are emerging in the form of how to ask meaningful questions that leverage the “V’s” of large amounts of data (e.g. volume, variety, velocity, veracity). In the Business-to-Business space, these challenges are creating both significant opportunity and ominous new types of risk. This presentation discusses how companies are reacting to these changes and provide valuable insight into new ways of thinking in a world with overwhelming quantities of data.
Measuring Success introduces nonprofit professionals to proven techniques on how to move from anecdotal to data-driven decision making and steer your organization to success. Gain insights on how to focus your limited organizational time and energies on the issues that are supported by data instead of anecdotes. Learn techniques for using data to track and measure progress over time, report impact to stakeholders, and manage toward success.
The new ‘A and B’ of the Finance Function: Analytics and Big Data - -Evolutio...Balaji Venkat Chellam Iyer
Published in 2013, this White Paper discusses how the finance function would evolve with the combined forces of Big Data and Analytics and the levers that could help catalyze the change and has drawn upon the Global Trend Study conducted by Tata Consultancy Services (TCS) on how companies were investing in Big Data and deriving returns from it.
EDW Webinar: Managing Change for Successful Data GovernanceDATAVERSITY
Having trouble making your information management (IM)/data governance (DG) changes stick? How many times have you gone through this process?
Successful data governance means changes to your information management culture. Changing that culture means that you are asking people to think and behave differently about how data is created, accessed and used. If the results are to be sustainable, successful IM/DG change requires an organized and systematic way to manage those changes.
In preparation for their EDW15 tutorial, Kelle O’Neal and Pam Thomas will discuss the most significant obstacles to successful IM/DG change, and the key factors to working through those obstacles to achieve business benefit.
Building an Effective & Extensible Data & Analytics Operating ModelCognizant
Building an effective and scalable operating model requires a strong basis in data and analytics management. Creating such an operating model is a step-by-step process, as outlined here.
A white paper on the unique Service Oriented Architecture benefits of ARMnet Financial Software in the financial product management space. Using a client centric CIF file ARMnet is capable of managing any financial product for loan or mortgage origination and servicing, lease or fleet management, wealth or deposit management institutions.
Stealing advice from the developers: how to make your small marketing team more prolific, less stressed, and able to knock out deadlines like Holly Holm did to Ronda Rousey.
PwC's - Redefining finance's role in the digital-ageTodd DeStefano
Finance functions within insurance companies are evolving and assisting supported businesses with actionable data and developing "what if" situations for mid course corrections to navigate the business through turbulant economic and competitive scenarios.
How To Improve Profitability & Outperform Your Competition: the Guide to Data...A.J. Riedel
Find out how adopting data-driven decision-making can reduce your risk of making costly marketing and product mistakes and improve your product sell-through in this free E-Book.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalSubrahmanyam KVJ
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
Ben Chamberlain, UMT360: PPM + Financial Intelligence = Greater ROIUMT
Ben Chamberlain, UMT360 gave this presentation at Microsoft and UMT event Project Portfolio Management Exchange at Microsoft San Francisco office on January 14, 2014.
UN Capacity Mapping 2020: Innovation, Data and Digital CapabilitiesKersten Jauer
The annual UN System Innovation, Data and Digital Capacity Assessment is designed to foster improvements in strategy, organizational design, culture, policy and practice across the UN family. Now in its third year, the assessment surveys leaders in UN System entities on the strength of organizational ‘capabilities’ and ‘cultures’. The main output is a ‘map’ that shows entities in four quadrants: Those organizations who are ‘leading’, those with ‘gaps in capability’ or ‘culture’, and those ‘at risk’ of falling behind.
Designed by the Secretary-General's Strategic Planning Unit with support from the UN Innovation Network, UNICEF, UNDP and the Chief Executive Board Secretariat, the 2020 edition measured 80 detailed change attributes and received inputs from leaders in over 50 UN System entities.
Managing Dependencies is often made harder by poor documentation and representation approaches. This presentation proposes a simple network based representation that is directly driven by dependency data.
Methods of Organizational Change ManagementDATAVERSITY
The disparity between expecting change and managing it — the “change gap” — is growing at an unprecedented pace. This has put many information management shops into traction as they initiate large, complex projects needed to stay competitive.
Information management professionals and business leaders must concern themselves with the organization’s acceptance of these efforts. To be successful in achieving the larger enterprise goals, these initiatives must transform the organization. However, it takes more than wishful thinking to bridge the gap.
The complexities of engaging behavioral and enterprise transformation are too often underestimated at great peril because the “soft stuff” is truly hard.
Unlocking the Value of Big Data (Innovation Summit 2014)Dun & Bradstreet
Big Data is central to the strategic thinking of today’s innovators and business executives as companies are scrambling to figure out the secret to transforming Big Data to Big Insight and that Insight into Action. As many companies struggle with the emerging technologies and nascent capabilities to discover and curate massive quantities of highly dynamic data, new problems are emerging in the form of how to ask meaningful questions that leverage the “V’s” of large amounts of data (e.g. volume, variety, velocity, veracity). In the Business-to-Business space, these challenges are creating both significant opportunity and ominous new types of risk. This presentation discusses how companies are reacting to these changes and provide valuable insight into new ways of thinking in a world with overwhelming quantities of data.
Measuring Success introduces nonprofit professionals to proven techniques on how to move from anecdotal to data-driven decision making and steer your organization to success. Gain insights on how to focus your limited organizational time and energies on the issues that are supported by data instead of anecdotes. Learn techniques for using data to track and measure progress over time, report impact to stakeholders, and manage toward success.
The new ‘A and B’ of the Finance Function: Analytics and Big Data - -Evolutio...Balaji Venkat Chellam Iyer
Published in 2013, this White Paper discusses how the finance function would evolve with the combined forces of Big Data and Analytics and the levers that could help catalyze the change and has drawn upon the Global Trend Study conducted by Tata Consultancy Services (TCS) on how companies were investing in Big Data and deriving returns from it.
EDW Webinar: Managing Change for Successful Data GovernanceDATAVERSITY
Having trouble making your information management (IM)/data governance (DG) changes stick? How many times have you gone through this process?
Successful data governance means changes to your information management culture. Changing that culture means that you are asking people to think and behave differently about how data is created, accessed and used. If the results are to be sustainable, successful IM/DG change requires an organized and systematic way to manage those changes.
In preparation for their EDW15 tutorial, Kelle O’Neal and Pam Thomas will discuss the most significant obstacles to successful IM/DG change, and the key factors to working through those obstacles to achieve business benefit.
Building an Effective & Extensible Data & Analytics Operating ModelCognizant
Building an effective and scalable operating model requires a strong basis in data and analytics management. Creating such an operating model is a step-by-step process, as outlined here.
A white paper on the unique Service Oriented Architecture benefits of ARMnet Financial Software in the financial product management space. Using a client centric CIF file ARMnet is capable of managing any financial product for loan or mortgage origination and servicing, lease or fleet management, wealth or deposit management institutions.
Stealing advice from the developers: how to make your small marketing team more prolific, less stressed, and able to knock out deadlines like Holly Holm did to Ronda Rousey.
Improving Organisational Performance through Strategic Process Alignment By ...E Squared UK Ltd
This paper aims to address a thorny and controversial issue. Can process management, usually seen as a very tactical operation, be applied to organisations in such a way that it might enable them to improve their corporate performance? In particular can process be used as a tool to ensure that effort across the organisation is pulling in the right direction?
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence.
Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments.
Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas:
Manage Assessment Team
Manage Anxiety Level of Candidates
Manage Amount of “Deviant Behavior” in the Assessments
Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion
Manage Amount of Feedback and Its Timing after the Event
Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project.
The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because:
Organizational requirement to concentrate on post-restructuring environment is intense.
Employees’ urge to swiftly find out about their future is deep-seated.
Objections by employee stakeholders, as a consequence of large-scale retrenchment is high.
Probability of legal recourse by employees is also distinct.
Future Employee Engagement is dependent on fair Assessment and correct placements.
Driving A Data-Centric Culture: The Leadership ChallengePlatfora
Embracing data as a corporate asset—and a source of competitive advantage—is not just a “good idea” that companies should consider. Such adoption will help determine the winners and losers across multiple markets and industries in the future.
In the last couple of years, corporate focus has shifted: first, from investing in the right technology and tools; then to acquiring the right talent and skills; and now to building the right organizational culture that can realize the business value of powerful big-data analytic tools.
Most organizations today are still focused on putting in place the right technology and talent, but others have evolved further and are working toward fostering a data-centric corporate culture.
Using Business Process Mapping as a Communication Facilitator in the Global Enterprise
Information versus Communication
In a recent article on Lombardi Software and in particular their Blueprint business process mapping solution, I referred to John C. Maxwell’s assertion that “information is giving out; communication is getting through.”
It is an interesting perspective in that traditionally process mapping has been viewed as a way of providing an overview of the intricacies of the internal “architectures” that define and drive the modern enterprise. It has rarely (if ever) been considered a communication tool or facilitator. And herein lays the reason for its “boutique” status that has limited its practice to a select few “techies” who are perceived as being more system-oriented versus people-oriented.
CSMT 442 Top of FormConstruction Management IIBottom of FormMargenePurnell14
CSMT 442: Top of Form
Construction Management II
Bottom of Form
Homework 4 : 30 points
answer all questions
1- What are the Stages of a VE study?
2- what does SWOT stand for? What is there purpose?
3- What would you do as a project manager if you have a great worker that was unsafe but has never had an accident in his twenty year career but he started to encourage new employee to be unsafe how can you convince the employee to reject his idealism?
4- How much retainage is usually taken out each pay period? When will the GC get the funds back?
5- tell me in your own words what the best qualities that you already have developed an what's your weaknesses? how can your weakness is hurt your leadership and what must you do to improve those weaknesses?
6- What are the keys to a successful project? how can you turn unsuccessful project into a successful project?
Chapter 14 office of CIO
Today we find that certain trends, such as globalization, mergers and acquisitions, competition for market position and market share, regulatory compliance, and maintaining strategic advantage, have become cornerstones in radically shaping business dynamics.1 Agility, having a holistic view of the enterprise, doing more with less, and lean methodologies have become more than just buzzwords in the corporate IT world. As a result, CIOs and their leadership teams are demanding that IT investments be spent wisely and that there is a compelling business case that demonstrates why they need to approve and fund new IT projects and justifies the risks and rewards. Many global corporations have launched dedicated efforts and/or disciplines by forming enterprise architecture departments, program management offices, or strategic planning groups.2 These disciplines exist at various levels of maturity ranging from intermediate for some to advanced for others. These disciplines typically work in concert with each other. The goals are many, including, but not limited to, rationalization of the IT landscape; building the next generation of the core competencies; leveraging real-world guidelines and applying industry best practices; and identification, prioritization, and management of portfolio investments in order to assess value, increase efficiencies, and realize long-term gains. The content described in this chapter represents the results of such rationalization efforts for a global corporation, which led to: the key recommendations in the form of the creation of various project proposals and business cases; provision of project oversight by establishing cross-functional organizational structures, processes, and governance mechanisms to maintain alignment over time; adoption of standard software suppliers; and creation of integration competency centers (ICCs). Situation For the aforementioned global corporation, the information landscape was comprised of the multifaceted portfolio of tools, applications, and projects across data warehouses (DWs), data marts, mas ...
Enterprise Information Management Strategy - a proven approachSam Thomsett
Access a proven approach to Enterprise Information Management Strategy - providing a framework for Digital Transformation - by a leader in Information Management Consulting - Entity Group
The picture is indeed meant to startle — he doesn’t like the facts.docxssusera34210
The picture is indeed meant to startle — he doesn’t like the facts. That is, failure rates on IT projects are unacceptably high, and the reason is primarily people-based.
Here are some facts:
· According to an IBM study, only 40% of projects meet schedule, budget and quality goals. Further, they found that the biggest barriers to success are people factors.
· Geneca, a software development company, noted from its studies that ‘fuzzy business objectives, out-of-sync stakeholders and excessive rework mean that 75% of project participants lack confidence that their projects will succeed.’
· As I’ve written before, McKinsey recently found that ‘while an increasing number of non-IT executives give IT a score of 61% for basic services like email and laptop support, only 26% rank IT high in the most vital area of proactively engaging with business leaders on new ideas or systems enhancements.’
· The Portland Business Journal found similarly depressing statistics: “Most analyses conclude that between 65 and 80% of IT projects fail to meet their objectives, and also run significantly late or cost far more than planned.”
· One Canadian study actually stated: “Bad communications between parties are the cause of IT project failures in 57% of cases they studied.”
· KPMG New Zealand found ‘…and incredible 70% of organizations have suffered at least one project failure in the prior 12 months and 50% of respondents indicated that their project failed to consistently achieve what they set out to achieve.’
Can you imagine hearing numbers like this for finance, HR, marketing or operations projects? Despite the potential impact of IT projects on business competitiveness, their expense, their ‘opportunity’ cost and the sheer labor and time spent planning, these figures have not improved in well over a decade. Why is that?
Some thoughts on where success lies:
First, team attributes. Any large project involves many people. Success or failure is generally based on the skills and effectiveness of the people involved, their ability to focus on the project, team dynamics and openness to change. Failure to engage stakeholders is a classic mistake.
Second, team member focus. IT projects often fail due to a lack of focus among team members. Sometimes nobody on the team is exclusively focused on the project and everybody retains some level of responsibility for other projects, tasks, or jobs. More frequently, IT resources are dedicated to the project, but the business users and sponsors try to fit project tasks around everyday jobs. Under these circumstances, IT projects always go off track, normally very quickly, and normally necessitating massive rework, leading to budget and time overruns.
Third, dynamics between business and IT. Active support, engagement and involvement of business users and executive sponsors is critical. Only they know exactly what the requirements are, can tell whether the system is meeting those requirements, and can make key decisio ...
Business Intelligence is more than a fad. But to embrace it requires a significant commitment.
Every competitive business recognizes the power in knowledge. The definition of “knowledge” is both subjective and obscure. All too often, a business is unable to succinctly express what information it wants and what it will do with this information. Many earnest efforts are made to develop effective data reporting resources. The most common mistakes are costly, time consuming and wasteful.
A strong communication capability between the business and IT ensures the alignment of business requirements with delivered IT functionality and value. Use this storyboard to understand common barriers to effective requirements management, tactical solutions to overcome these barriers, and how to achieve a high level of project success.
This storyboard will help you:
•Understand the common barriers to effective requirements management
•Learn how organizations have solved these challenges
•Implement your own tactical solutions to enable effective communication of business requirements for IT projects in your organization
•Achieve a high level of project success
Whether an organization develops its own applications or implements packaged solutions, the success of the project depends on the clear communication of business requirements in terms IT can understand and deliver.
Predictive and prescriptive analytics: Transform the finance function with gr...Grant Thornton LLP
As all businesses continue to collect, store and analyze more data than ever before, they face growing data challenges to support decision-making. Those who can leverage predictive and prescriptive analytics will differentiate themselves in the marketplace and gain a competitive advantage. In this report by Financial Executives Research Foundation Inc. and Grant Thornton LLP, we highlight insights from in-depth interviews with senior-level executives. These organizations use advanced analytics in their businesses to gain significant profit improvements. See more at - http://gt-us.co/1vv2KU9
Similar to CONNECTING THE DOTS - EPPM Board Write Up Final (20)
2. INFORMATION OVERLOAD?
For this latest sitting of the EPPM Board my fellow members and
I set ourselves an ambitious goal; to assess the quality of information
available to the executive on project portfolio performance. Quality is
of course the key value in this pursuit, because no organisation suffers
for a lack of information quantity. Rather, the emphasis is on providing
focus, and aligning the insights generated with the values and
measures most directly connected to the decision-making process.
The momentum companies are gaining in terms of their approach
to information delivery, and ensuring the right data is available at the
point of need, is discussed in the following pages.
I would welcome further contributions to what is clearly a very complex
topic, and one that will no doubt be explored in future EPPM Boards.
What’s exciting is the international flavour of the discussions following
recent sittings in EMEA and the US, and long may they continue
because maintaining this open channel for external viewpoints is
essential for ensuring relevance in our product.
Yours sincerely
Mike Sicilia
SVP GM, Oracle Primavera
The Oracle EPPM Board is a prestigious international
steering group of senior industry executives, academics
and commentators. It has produced a number of reports
highlighting how the C-level can successfully prioritise
and manage the project portfolio, ensuring it remains
a strategic asset.
3. VIEWS FROM THE BOARD
At the executive level, project and portfolio
level management tools have delivered much
in terms of transparency to encourage greater
collaboration with customers. Strategic visibility
that has dramatically increased intervention times
in response to challenges and opportunities –
and helped align resources and schedules
around mutually agreed priorities.
The challenge now for organisations is to maintain
this C-level focus as the spotlight is turned inward
and onto more executional data points. As one
Board member stated, “there can be a general
tendency for executives to consider their job done
and to move on from a project once the decision
to invest has been taken. However, there is a
danger of not maintaining a constant two-way
flow of information to chart progress.”
In the words of another member, “to me it’s the
analogy of a construction company cutting a road
through a dense jungle. The teams hacking away
up front are very task-oriented, and therefore unable
to take a step back and measure the accuracy of
their work or rate of progress. Alternatively, the
people with the map, the managers and planners
at headquarters, are unaware of any immediate
challenges, necessary course corrections, or
looming problems. Yet, constant data is being
generated by both parties, and success is
increasingly dependent upon our ability to connect
this data together, as well as our ability to make
sense of it.”
ASSESSING THE CURRENT REALITY
An analysis of the effectiveness of current information flow and
availability, particularly with regards to crossing the divide between
execution and strategy to inspire executive decision-making…
FUNCTIONAL RIVALRIES
This connection in the information flow was also
seen as vital for transferring the C-level focus
from project portfolio management to project
portfolio direction. Such a development was
considered essential for driving wider strategic
transformation, and ensuring a suitable balance
exists between investing in ‘business as usual’,
versus initiatives capable of driving real change
in organisational behaviour.
Central to improving information flow, and to
unlocking its full potential, is connecting the
‘top down’ strategy piece with the ‘bottom
up’ execution data – an endeavour where few
organisations can claim success. Rather, it is
more frequently a cause of friction as delivery
teams massage the data pushed upward and
the executive aligns finite money and resources
to the projects they consider most likely to
deliver a decent shareholder return.
The solution for one board member was
straightforward; “we need to move beyond creating
rules to focusing on communication methods that
are aligned to the basic problem solving disciplines.
I need to uncover the real forums for identifying
indicators of performance, and what barriers
exist to creating a single version of the truth.
These are the fundamental questions that aren’t
being addressed; instead we rigidly maintain our
functional rivalries.”
4. VIEWS FROM THE BOARD
The consensus from the Board was that the
majority of companies have made great strides
in generating more detailed insights into project
portfolio activities. This has however created a
new challenge – how to extract strategic insights
out of this vast pool of data?
Part of the answer relates to the challenge of
segmentation, and how effective organisations
are at dividing the project portfolio by the totality
of its performance. This was seen as an extremely
valuable exercise because it supported the
identification of similarities; for example, what key
components are consistently found in successful
ventures, and what common causes typically lead
to project failure? It is the information uncovered
here that can have the biggest impact on future
planning, and as such was described as the ‘sharp
end’ for analytical insights – analysis that moves
the focus beyond project execution to business
outcomes and results.
As one board member commented, “I want my
analytics to help me uncover patterns of activity so
I can better predict the future not reflect on past
activity. I need to uncover the real factors impacting
our ability to meet delivery commitments, as
the basis for evolving our strategic capabilities.”
Another attendee agreed with this point, stating,
“this is the goal we all aspire to. However, in my
experience I would argue that a large number
of organisations are not really aware of the root
causes of project failure even if the information
resides within the business.”
PUTTING INFORMATION TO WORK
Exploring current approaches for turning data into strategic
insights, and the challenge of making sense from them…
LINKING INSIGHT TO STRATEGY
Information accuracy was also a concern for the
value and practicality of KPIs. The view was that
with the constantly changing nature of project
measurement, KPIs could quickly become ignored
or discouraged. The task for executives therefore
is to build a clear vision of where they want to be,
and how this journey should best be measured
– and then link the two together. According to
one Board member, ”we need the capability to
measure performance on an on-going, daily basis.
But we also need the ability to make sense of it,
and through this knowledge have the courage to
alter strategy if the results aren’t going as planned.
In reality, such decisions can be based on one
or two metrics, because what’s critical is not the
quantity of KPIs I’m presented with, but the quality
of insight the measurements offer.”
For another member, what was vital was to ask
the right questions. “We’re being overwhelmed
by data, and the real challenge has become one
of focus. The information is out there, I just need
to align it to what values I’m really interested in
measuring and ultimately predicting.” This led
to a discussion of how information alignment is
intimately connected with risk. As one attendee
commented, “connecting disparate pieces of
data together is the essence of risk prevention,
and exploiting this knowledge to augment our
understanding of what’s headed our way, and how
to adequately prepare for it.To me it’s the missing
piece in the jigsaw, and the action we need to take
is to work on the interface between risk thresholds
and strategic planning to ensure its output
resonates with an executive audience.”
“I want my analytics to help me
uncover patterns of activity so
I can better predict the future
not reflect on past activity.”
5. VIEWS FROM THE BOARD
The tendency of organisations is to view their
portfolio as finite entities created to achieve the
strategic vision.This is of course what they are,
but they’re also constantly changing in appearance
in response to external forces. Keeping a handle on
the size and shape of this extended operation is the
role of project portfolio management – the critical
interface between business KPIs and executional
KPIs. Any disconnect here can have a dramatic
impact on decision making processes, particularly
if its missing the twin values of consistency
and constancy:
• Consistency in terms of the metrics used
to ensure progress is in the right direction.
• Constancy in terms of the corporate values,
the long term vision that can incorporate
change in an evolving but instantly
recognisable business philosophy
However, according to one Board member, decision
making in general requires a radical overhaul;
“it has been suggested that executives make
between 50 and 60 important decisions a day,
and on average take 11 minutes to absorb the detail
before giving their answer. To understand this is to
understand the information requirements of the
top table. The emphasis will always be on what is
easiest to consume, which for many on the C-level
translates as financial data. We know numbers
don’t convey context, and the challenge for delivery
teams and for the PMO is to deliver project and
programme data that fits within a wider, strategic
frame of reference.”
This discussion also led to a common agreement on
the most important question asked by the C-level:
‘what’s going to happen next?’ As one delegate
explained, “If I can answer that then I’ll know if
I’m prepared to exploit what’s happening to our
advantage, or whether I’m going to be a victim
of circumstance. This is why the interface is so
important, combining different insights and opinions
to offer a consolidated view of risk and reward.”
VIEWS FROM THE BOARD
Good project and portfolio management ultimately
comes down to how well information is collected,
managed and exploited across the organisation
to support strategic decision making. Conversely,
the biggest obstacles to future success are
those aspects that can prevent a free flow of
data – particularly the two-way flow between
the top-down executive view and the bottom-up
executional view.
At the same time, the innovation that surrounds
the use of this information is increasingly the key
element in accelerating a company’s performance.
According to one Board member, “there are two
broad benefits we want our information visibility
to deliver. The first is organisational alignment,
and ensuring project delivery is intimately linked
to strategic priorities – and that these priorities
emerge from a detailed consideration of what we
can actually deliver. The second is to use EPPM
information as a catalyst for change, and for helping
us identify areas we need to invest in or walk
away from, as well as providing the vehicle for
communicating these changing imperatives.”
The choice facing organisations is therefore one
of how to use this data as much as it is about what
data to use. “It’s no good chasing metrics every
time something goes wrong,” explained a Board
member describing the reactive nature of many
organisations. It was also agreed that data should
not be used to put the ‘shackles’ on project teams,
or become so structured that decision-making is
reduced to merely an act of interpretation.
As one delegate described the situation, “at some
stage someone has to apply human instinct to
the equation, a sense of vision that cannot be
rationalised by numbers and data.This for me is the
long-term development goal for EPPM solutions;
an agile framework for managing both the hard
data and an enabling platform for the softer factors
connected to the business strategy – with the
ability to continually re-shape what we think best
practice is.”
FROM CONTEXT TO DECISION INFORMATION FLOW
A discussion on the role of information availability and the quality
of strategic decision making across the portfolio…
Defining the true source of information, and innovations
in its future use…
6. It was these ‘softer factors’ that for the Board
made up a significant percentage of the information
to be found within organisations. Such a view
tied in with the wider discussion on the future
of project management: the discipline was
seen as gradually evolving away from a focus
on technical skills toward leadership skills and
business acumen. This is a development closely
associated with information flow. In the words
of one attendee: “in many ways functional areas
like project management have to increasingly
become knowledge centres that are responsible for
disseminating intelligence across the organisation,
rather than trying to modify it themselves.”
For another Board member, the spotlight is firmly
on the “people side of PPM, and identifying the
best way to ensure different layers inside an
organisation are effectively joined up. Technology
will remain essential because the amount of data
we have available is frightening, and with the board
asking for more and more operational detail there
are less and less places to hide.”
KNOWLEDGE CENTRES
The latest EPPM Board on ‘Connecting the
Dots’ led to a range of interesting verdicts
on the strategic use of data assets that are
being generated across the extended portfolio.
These included the importance of identifying
a communication method that connects the
executive to forums that offer a true indication of the
factors behind performance. Further to this was the
challenge of analysing data to detect patterns behind
the success of investment decisions, and to use
these insights to better predict future conditions.
In addition, there was the discussion on context,
and delivering intelligence to the C-level in a form
that both fits within their strategic frame of
reference, and provides new insights to guide
subsequent investment decisions.
What it also highlighted however was the
importance of aligning information assets to
consumption patterns. The final discussion of the
evening considered this dimension and concluded
that such alignment was the principle driver of
change. Why? Because millennials are entering
the workplace, and with them come a whole new
approach to accessing and utilising information
resources. There is an energy here that challenges
traditional approaches to compartmentalising
information, of allocating access by hierarchy.
The emphasis is shifting to output, and providing
users with the freedom to access and share
information in any way they need to complete a
task. This is a new way of viewing the potential
of information, a new way of collaboration that
transcends concerns with top-down or bottom
up flow. Information will increasingly have no
place to hide, as employees deploy the analytical
capabilities to pull in relevant data with no
consideration for access privileges or seniority.
The task for organisations is to empower this
behaviour, and to take the last steps to inspiring
true information visibility.
IN SUMMARY
DISCOVER
MORE
The Oracle EPPM Board produces
regular reports and findings, all of
which can be accessed at
oracle.com/eppm/eppmboard
For further information,
please contact
patrick.chatterton@
oracele.com
“Technology will remain
essential because the amount
of data we have available is
frightening, and with the board
asking for more and more
operational detail there are
less and less places to hide.”