- Cracker Box is a large restaurant chain that experiences high store manager turnover. They implemented a 9-month training program for new store managers that includes a Performance Management Program.
- The program teaches managers how to set goals, provide feedback, measure progress, and ensure goals are met. Participants develop action plans to improve 3 operational measures at their stores.
- Participants complete action plans during the program to outline how they will apply the skills learned to improve their identified measures. They estimate the financial impact and provide follow-up data on results.
The document summarizes an ROI case study on a coaching program called "Coaching for Business Impact" implemented by the Nations Hotel Learning Organization. The program involved 14 steps including voluntary participation, self-assessment, goal setting, action planning, and progress reviews. Objectives were defined at different levels including reaction, learning, application, impact, and ROI. A data collection plan was developed to measure outcomes at each level using methods like questionnaires, action plans, and company records. The case study aimed to provide insights into how coaching creates value and measure the actual ROI for the coaching project.
This document outlines a 5-level model for planning an ROI measurement process for coaching or training. The levels include: 1) identifying payoff needs by defining returns on investments in human capital, 2) identifying measurable business needs like improved sales or reduced costs, 3) defining application needs in terms of necessary behavior changes, 4) defining learning needs as skills or knowledge to achieve business objectives, and 5) defining preference needs regarding program support. By linking business needs to preference needs at each level, coaching or training can begin with measurable expectations for changes in competence, performance, execution, and ultimate ROI.
The document discusses the ROI (return on investment) methodology for evaluating coaching programs. It provides an overview of the ROI process, which generates data on reaction, learning, application, business impact, ROI, and intangible benefits. The methodology involves collecting data at multiple levels to determine the impact and ROI of coaching programs. Examples of objectives for evaluating coaching programs at different levels are also provided.
The V Model outlines a process for determining objectives at different levels to ensure business alignment. It begins with (1) setting reaction objectives to define user preferences then progresses to (2) learning objectives, (3) application objectives, (4) impact objectives and ends with the highest level of (5) ROI objectives which are analyzed in relation to initial business payoff needs and goals. Each level of objectives must be clearly defined and linked to the next to ultimately measure the project's return on investment.
Performance appraisal proces iin godrej (gcpl)aparna4045
The performance appraisal system at GCPL uses three methods: the forced distribution method, balanced scorecard, and rating system. The balanced scorecard assesses performance from the perspectives of customers, internal business processes, innovation/learning, and financials. The rating system evaluates employees against commitments such as falling short of expectations, meeting expectations, and exceeding expectations. The forced distribution method ranks employees against each other using a forced curve and has the advantages of identifying top and bottom performers but the disadvantage of discouraging collaboration.
Are your measures strategic? Are you measuring the right things to make sure your organization is strategically successful? Top-down versus bottoms up tracking.
The document discusses performance planning and provides guidance on the roles of supervisors and employees in the performance planning process. It covers key aspects of performance planning including preparation, regular check-ins, and final assessments. The performance planning process aims to set clear expectations, provide feedback, and help employees improve their performance and develop their skills.
If you are responsible for managing your nonprofit's training, then you know that providing courses and classes is only part of the challenge. You also need to investigate, plan, coordinate, communicate, budget, and persuade. All of these management functions become easier when you have a solid set of training metrics to work from. A "training scorecard" gives you a tool to track how things are going, and gives you the data to stand on equal footing with other leaders in your organization.
Curated by the Cornerstone OnDemand Foundation and Steve Semler, Senior Training Manager at MoneyGram International, this special presentation for nonprofits focuses on Learning Metrics: Building Your Training Scorecard. You will learn:
• The four ascending categories of learning metrics
• How to capture and present qualitative and quantitative training evaluation data
• Which metrics to include on a training scorecard
• How to establish a rhythm of evaluation and reporting that supports your organization's training and learning needs
The document summarizes an ROI case study on a coaching program called "Coaching for Business Impact" implemented by the Nations Hotel Learning Organization. The program involved 14 steps including voluntary participation, self-assessment, goal setting, action planning, and progress reviews. Objectives were defined at different levels including reaction, learning, application, impact, and ROI. A data collection plan was developed to measure outcomes at each level using methods like questionnaires, action plans, and company records. The case study aimed to provide insights into how coaching creates value and measure the actual ROI for the coaching project.
This document outlines a 5-level model for planning an ROI measurement process for coaching or training. The levels include: 1) identifying payoff needs by defining returns on investments in human capital, 2) identifying measurable business needs like improved sales or reduced costs, 3) defining application needs in terms of necessary behavior changes, 4) defining learning needs as skills or knowledge to achieve business objectives, and 5) defining preference needs regarding program support. By linking business needs to preference needs at each level, coaching or training can begin with measurable expectations for changes in competence, performance, execution, and ultimate ROI.
The document discusses the ROI (return on investment) methodology for evaluating coaching programs. It provides an overview of the ROI process, which generates data on reaction, learning, application, business impact, ROI, and intangible benefits. The methodology involves collecting data at multiple levels to determine the impact and ROI of coaching programs. Examples of objectives for evaluating coaching programs at different levels are also provided.
The V Model outlines a process for determining objectives at different levels to ensure business alignment. It begins with (1) setting reaction objectives to define user preferences then progresses to (2) learning objectives, (3) application objectives, (4) impact objectives and ends with the highest level of (5) ROI objectives which are analyzed in relation to initial business payoff needs and goals. Each level of objectives must be clearly defined and linked to the next to ultimately measure the project's return on investment.
Performance appraisal proces iin godrej (gcpl)aparna4045
The performance appraisal system at GCPL uses three methods: the forced distribution method, balanced scorecard, and rating system. The balanced scorecard assesses performance from the perspectives of customers, internal business processes, innovation/learning, and financials. The rating system evaluates employees against commitments such as falling short of expectations, meeting expectations, and exceeding expectations. The forced distribution method ranks employees against each other using a forced curve and has the advantages of identifying top and bottom performers but the disadvantage of discouraging collaboration.
Are your measures strategic? Are you measuring the right things to make sure your organization is strategically successful? Top-down versus bottoms up tracking.
The document discusses performance planning and provides guidance on the roles of supervisors and employees in the performance planning process. It covers key aspects of performance planning including preparation, regular check-ins, and final assessments. The performance planning process aims to set clear expectations, provide feedback, and help employees improve their performance and develop their skills.
If you are responsible for managing your nonprofit's training, then you know that providing courses and classes is only part of the challenge. You also need to investigate, plan, coordinate, communicate, budget, and persuade. All of these management functions become easier when you have a solid set of training metrics to work from. A "training scorecard" gives you a tool to track how things are going, and gives you the data to stand on equal footing with other leaders in your organization.
Curated by the Cornerstone OnDemand Foundation and Steve Semler, Senior Training Manager at MoneyGram International, this special presentation for nonprofits focuses on Learning Metrics: Building Your Training Scorecard. You will learn:
• The four ascending categories of learning metrics
• How to capture and present qualitative and quantitative training evaluation data
• Which metrics to include on a training scorecard
• How to establish a rhythm of evaluation and reporting that supports your organization's training and learning needs
Moving from Training to Performance Consulting is being discussed in this chapter of Effective HR. The main objective of this presentation is to know more about training in India. The factors, elements and transitions have been discussed in this presentation created by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
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The document summarizes the Balanced Scorecard framework. It discusses that the Balanced Scorecard was created in 1992 by Kaplan and Norton to align business activities with organizational strategy. It balances financial and non-financial metrics as well as short-term and long-term measures across four perspectives: financial, customer, internal processes, and learning and growth. The Balanced Scorecard is used to translate strategy into action through strategic maps and scorecards that measure performance against strategic goals. Key success factors for implementation include executive sponsorship, involvement of leaders and employees in development, and viewing it as a long-term process rather than short-term project.
This document discusses key performance indicators (KPIs) for a quality coach position. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document recommends that KPIs be clearly linked to strategy and provide answers to important questions. It also lists different types of KPIs such as process, input, output, leading, and lagging KPIs. Additional KPI materials and resources are referenced.
The Top 5 Performance Management ToolsBernard Marr
Summary of a report that looked at the state-of-the-art in performance management. It identifies the top 5 tools used today to manage performance and adds some words of advice.
Creating Performance Based Culture trough Performance Management Systems Kenny Ong
The document discusses performance management systems and CNI Holdings' journey with implementing such systems. Some key points discussed include:
- CNI Holdings faced issues with previous performance appraisal systems, including a lack of alignment with business strategy and improper implementation.
- It is important to focus on business strategy and intent, rather than just best practices, when developing a performance management system. The system should be customized to implement the business plan.
- For a performance management system to be effective, there needs to be proper alignment between the corporate objectives, performance objectives, organizational structure, resources, leadership, and individual employees.
Organizations that use a Balanced Scorecard approach tend to outperform organizations without a formal approach to strategic performance measurement
- World-class companies are 159% more likely to have mature BSC in place than less successful organizations
- Among 164 publicly traded companies, those with well-deployed BSC outperformed the control group by nearly 30% (Advances in Accounting, 2008)
- Organizations using BSC outperform the other companies by about 100 percent in having everyone in the organization understand what the organization's strategy is (Norton, The Strategy-Focused Organization, 2000)
The document discusses strategy execution and program management. It defines key terms like strategy, portfolio, program, and PMO. It notes that while most organizations have a strategy, only 10% execute it effectively due to barriers like lack of understanding and misaligned incentives. It provides an example of a strategy map using a balanced scorecard approach. Finally, it outlines a six step methodology to translate strategy into operational terms to ensure effective execution across the organization.
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
The document provides an overview of NOVO Healthcare and Pharma Ltd.'s annual year review and performance appraisal meeting. It discusses NOVO's strengths, including its innovative new products, growth over the past year, and leadership in the pellets business in Bangladesh. It also reviews NOVO's goals and sales figures for 2013, highlights its performance that year, and outlines the roles and process for NOVO's performance management system, which includes setting objectives, conducting appraisals, and developing individual plans.
Human Resource Management: Reward and compensationReefear Ajang
This document discusses reward and compensation in human resource management. It defines reward as strategies and policies that fairly reward employees according to their value. Reward systems include pay structure, performance management, and total remuneration. The main objective of rewards is to attract, maintain, and retain high performing employees. Compensation includes salary, benefits, incentives, and allowances and aims to attract, retain, and motivate staff as well as drive changes and support the company's reputation. Effective compensation systems tie pay to employee performance and contributions.
This document provides information and guidance about performance management for managers. It discusses the objectives of manager training on performance management and defines performance management as the process of managing people to do the right things and continuously improve. It explains that a formal performance management system helps align employee and company goals, drives engagement, and addresses legal obligations. The document outlines key steps in performance management like setting goals, coaching, and reviewing performance. It also discusses factors that can influence job attitudes and legal considerations around performance management.
The document discusses various strategies implemented by different companies. It provides examples of Jet Airways entering the low-cost carrier market by acquiring Air Sahara. It also discusses Vodafone's entry into the Indian market through acquisition and operational strategies. Another example provided is of Honda entering the US motorcycle market in 1959 and focusing on smaller bikes, leading to success.
_____________________________ Standard Price
USD 2,595 per delegate
Company:_____________________________
Designation:__________________________
Address:_____________________________
City:________________________________ Payment Details
Postal Code:__________________________
Check should be made payable to:
Country:_____________________________
UNI Strategic Pte Ltd
Telephone:___________________________
Bank Transfer:
Fax:_________________________________
Account Name: UNI Strategic Pte Ltd
Bank Name: DBS Bank
Bank Code: 7171
Branch Code: 003
Account Number: 003-903851-0
Email
The document discusses performance management and performance appraisal, including defining performance management, the purposes and processes of performance appraisal, methods for conducting performance appraisals, and common problems that can arise with performance management systems such as bias, manipulation, and creating anxiety for employees. Performance management aims to ensure employees meet organizational goals through ongoing feedback, while performance appraisal evaluates past performance for administrative purposes.
1. Most organizations struggle with strategy execution, not strategy development. Only about 1 in 10 organizations successfully execute their strategies.
2. The balanced scorecard is presented as a tool that can help organizations overcome strategy execution challenges by linking strategy to budgets, making strategy a continual process, and creating "strategy-focused organizations."
3. Organizations that have implemented the balanced scorecard approach have achieved breakthrough results such as significant increases in profitability, market capitalization, stock price, customer satisfaction, and cost reduction.
Performance Management - the Coca cola perspective by Carmistha MitraNational HRD Network
Performance management at Hindustan Beverages involves 4 stages throughout the annual business cycle. It aims to assess results, set goals, reward performance, and provide coaching. Key aspects include evaluating business results, self/people development, and competencies. Performance is rated on a 4-point scale and reviewed through calibration meetings. The process aims to recognize top performers while developing improvement plans for lower performers. KRAs are set using standardized objectives to improve operating effectiveness, with some roles requiring breakthrough objectives accounting for 40-50% of the KRA. People KRAs evaluate factors like culture, engagement, diversity, and development.
Philippines Airlines has been operating since 1941 and was the first airline to fly across the Pacific in 1946. It struggled during the Asian financial crisis in the late 1990s but recovered in 2000 under new management. Its vision is to maintain high aircraft standards and conduct safe, on-time, and cost-effective flight operations. Its mission is to become the dominant carrier in Asia. The airline uses a balanced scorecard to track its performance across financial, customer, internal business, and innovation/learning perspectives with objectives, measures, targets, and initiatives in each area.
Mary Ellen Dugan, WP Engine: Elevating Diversity Through MarketingW2O Group
This document discusses elevating diversity through marketing. It notes statistics on the diversity of the company's workforce, including 65% women executives, 31% women in non-executive management, and 26% women company-wide. It emphasizes the need to intentionally embrace diversity, as trends showing a lack of diversity in startups and leadership must be reversed. The document advocates that values like doing the right thing and being customer inspired are good for business. It concludes by thanking the audience and reinforcing that focus leads to progress.
Moving from Training to Performance Consulting is being discussed in this chapter of Effective HR. The main objective of this presentation is to know more about training in India. The factors, elements and transitions have been discussed in this presentation created by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
The document summarizes the Balanced Scorecard framework. It discusses that the Balanced Scorecard was created in 1992 by Kaplan and Norton to align business activities with organizational strategy. It balances financial and non-financial metrics as well as short-term and long-term measures across four perspectives: financial, customer, internal processes, and learning and growth. The Balanced Scorecard is used to translate strategy into action through strategic maps and scorecards that measure performance against strategic goals. Key success factors for implementation include executive sponsorship, involvement of leaders and employees in development, and viewing it as a long-term process rather than short-term project.
This document discusses key performance indicators (KPIs) for a quality coach position. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document recommends that KPIs be clearly linked to strategy and provide answers to important questions. It also lists different types of KPIs such as process, input, output, leading, and lagging KPIs. Additional KPI materials and resources are referenced.
The Top 5 Performance Management ToolsBernard Marr
Summary of a report that looked at the state-of-the-art in performance management. It identifies the top 5 tools used today to manage performance and adds some words of advice.
Creating Performance Based Culture trough Performance Management Systems Kenny Ong
The document discusses performance management systems and CNI Holdings' journey with implementing such systems. Some key points discussed include:
- CNI Holdings faced issues with previous performance appraisal systems, including a lack of alignment with business strategy and improper implementation.
- It is important to focus on business strategy and intent, rather than just best practices, when developing a performance management system. The system should be customized to implement the business plan.
- For a performance management system to be effective, there needs to be proper alignment between the corporate objectives, performance objectives, organizational structure, resources, leadership, and individual employees.
Organizations that use a Balanced Scorecard approach tend to outperform organizations without a formal approach to strategic performance measurement
- World-class companies are 159% more likely to have mature BSC in place than less successful organizations
- Among 164 publicly traded companies, those with well-deployed BSC outperformed the control group by nearly 30% (Advances in Accounting, 2008)
- Organizations using BSC outperform the other companies by about 100 percent in having everyone in the organization understand what the organization's strategy is (Norton, The Strategy-Focused Organization, 2000)
The document discusses strategy execution and program management. It defines key terms like strategy, portfolio, program, and PMO. It notes that while most organizations have a strategy, only 10% execute it effectively due to barriers like lack of understanding and misaligned incentives. It provides an example of a strategy map using a balanced scorecard approach. Finally, it outlines a six step methodology to translate strategy into operational terms to ensure effective execution across the organization.
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
The document provides an overview of NOVO Healthcare and Pharma Ltd.'s annual year review and performance appraisal meeting. It discusses NOVO's strengths, including its innovative new products, growth over the past year, and leadership in the pellets business in Bangladesh. It also reviews NOVO's goals and sales figures for 2013, highlights its performance that year, and outlines the roles and process for NOVO's performance management system, which includes setting objectives, conducting appraisals, and developing individual plans.
Human Resource Management: Reward and compensationReefear Ajang
This document discusses reward and compensation in human resource management. It defines reward as strategies and policies that fairly reward employees according to their value. Reward systems include pay structure, performance management, and total remuneration. The main objective of rewards is to attract, maintain, and retain high performing employees. Compensation includes salary, benefits, incentives, and allowances and aims to attract, retain, and motivate staff as well as drive changes and support the company's reputation. Effective compensation systems tie pay to employee performance and contributions.
This document provides information and guidance about performance management for managers. It discusses the objectives of manager training on performance management and defines performance management as the process of managing people to do the right things and continuously improve. It explains that a formal performance management system helps align employee and company goals, drives engagement, and addresses legal obligations. The document outlines key steps in performance management like setting goals, coaching, and reviewing performance. It also discusses factors that can influence job attitudes and legal considerations around performance management.
The document discusses various strategies implemented by different companies. It provides examples of Jet Airways entering the low-cost carrier market by acquiring Air Sahara. It also discusses Vodafone's entry into the Indian market through acquisition and operational strategies. Another example provided is of Honda entering the US motorcycle market in 1959 and focusing on smaller bikes, leading to success.
_____________________________ Standard Price
USD 2,595 per delegate
Company:_____________________________
Designation:__________________________
Address:_____________________________
City:________________________________ Payment Details
Postal Code:__________________________
Check should be made payable to:
Country:_____________________________
UNI Strategic Pte Ltd
Telephone:___________________________
Bank Transfer:
Fax:_________________________________
Account Name: UNI Strategic Pte Ltd
Bank Name: DBS Bank
Bank Code: 7171
Branch Code: 003
Account Number: 003-903851-0
Email
The document discusses performance management and performance appraisal, including defining performance management, the purposes and processes of performance appraisal, methods for conducting performance appraisals, and common problems that can arise with performance management systems such as bias, manipulation, and creating anxiety for employees. Performance management aims to ensure employees meet organizational goals through ongoing feedback, while performance appraisal evaluates past performance for administrative purposes.
1. Most organizations struggle with strategy execution, not strategy development. Only about 1 in 10 organizations successfully execute their strategies.
2. The balanced scorecard is presented as a tool that can help organizations overcome strategy execution challenges by linking strategy to budgets, making strategy a continual process, and creating "strategy-focused organizations."
3. Organizations that have implemented the balanced scorecard approach have achieved breakthrough results such as significant increases in profitability, market capitalization, stock price, customer satisfaction, and cost reduction.
Performance Management - the Coca cola perspective by Carmistha MitraNational HRD Network
Performance management at Hindustan Beverages involves 4 stages throughout the annual business cycle. It aims to assess results, set goals, reward performance, and provide coaching. Key aspects include evaluating business results, self/people development, and competencies. Performance is rated on a 4-point scale and reviewed through calibration meetings. The process aims to recognize top performers while developing improvement plans for lower performers. KRAs are set using standardized objectives to improve operating effectiveness, with some roles requiring breakthrough objectives accounting for 40-50% of the KRA. People KRAs evaluate factors like culture, engagement, diversity, and development.
Philippines Airlines has been operating since 1941 and was the first airline to fly across the Pacific in 1946. It struggled during the Asian financial crisis in the late 1990s but recovered in 2000 under new management. Its vision is to maintain high aircraft standards and conduct safe, on-time, and cost-effective flight operations. Its mission is to become the dominant carrier in Asia. The airline uses a balanced scorecard to track its performance across financial, customer, internal business, and innovation/learning perspectives with objectives, measures, targets, and initiatives in each area.
Mary Ellen Dugan, WP Engine: Elevating Diversity Through MarketingW2O Group
This document discusses elevating diversity through marketing. It notes statistics on the diversity of the company's workforce, including 65% women executives, 31% women in non-executive management, and 26% women company-wide. It emphasizes the need to intentionally embrace diversity, as trends showing a lack of diversity in startups and leadership must be reversed. The document advocates that values like doing the right thing and being customer inspired are good for business. It concludes by thanking the audience and reinforcing that focus leads to progress.
Image Compression Storage Policy for Openstack SwiftMatthew Chang
This document presents a research paper on developing an image compression storage policy for OpenStack Swift. The goal is to automatically compress image files when they are uploaded to Swift to improve web page loading speeds. The paper first provides background on trends driving increased focus on image optimization. It then describes the project to modify Swift's source code to add a new image compression storage policy. When images are uploaded, a compressed version will be generated and stored. The paper discusses related works on cloud computing, software-defined networks/storage/data centers, and the OpenFlow standard. It aims to analyze Swift's source code, identify where a new policy can be added, and integrate an image compression algorithm and procedure. A web page will demonstrate the new policy
Open Source Governance in OW2 SQUAT program, OW2con'12, ParisOW2
During this talk we will describe how tools dedicated to open source components and source code scanning like Fossology or Antepedia Reporter help development tools to enforce open source licensing policies.
The XLcloud project strives to establish the demonstration of a High Performance Cloud Computing (HPCC) platform based on OpenStack that is designed to run a representative set of compute intensive workloads. Two Use Cases will be demonstrated during this presentation. First, the interventional radiology use case of the XLCloud project has the goal to show that the XLCLoud platform can be used to leverage an application requiring both interaction and high performance computing. This simulator, developed by CEA and Esprimed, allows medical staff to prepare or replay an intervention in a 3D interactive environment (manipulation of the radiological system, position of people and their protections) while having the benefit of precise estimation of the dose they are exposed to through a 3D monte carlo simulation optimized in order to provide results in interactive time. The second use case will be based on cloud gaming and 3D visualization. XLcloud is a three-year long collaborative project funded by the French FSN (Fonds national pour la Société Numérique) programme.
A living story: measuring quality of developments in a large industrial softw...OW2
Open Source has no more intrinsic value per se. Nowadays it is facing new challenges, such as stimulating creativity and bringing innovation into market. One of its major challenges consists in delivering valuable outcomes, which requires a PMAI approach: Plan metrics and dimensions of analysis, get Measures and global performance value from data, Assess results and Improve processes by solving issues and removing bottlenecks. Spago4Q makes this happen. Main goals achieved are the continuous improvement of quality practices, the measurement and enhancement of productivity and the development process compliance with quality certifications such as ISO and CMMi standards. QESTnd - an n-dimensional measurement model - allows to collect performance values on three dimensions of analysis (Economical, Social and Technical) in order to identify process areas that need improvements. Drill-down capabilities provide both a unified view of the global performance of the Labs and detailed views of the single process dimensions.
A new interface between smart device and web using html5 web socket and qr codeMatthew Chang
This document proposes a new interface between smart devices and the web using HTML5 WebSocket and QR codes. The author developed a remote soccer game demo where users can control gameplay on their smart devices and view it through a web browser on their laptop or desktop. HTML5 WebSockets allow for two-way communication between the server and clients, enabling real-time updates between the game and controllers. The author used technologies like Node.js, Socket.io and QR codes to link smart devices to the game interface on the web.
El documento describe las fiestas de Ayora de 2010 en Cayambe, Ecuador. Incluye fotos de desfiles, concursos, reinas, comidas típicas, toros populares, bandas musicales y más. Las fiestas celebran la fundación de la parroquia de Ayora en 1928 y mantienen vivas las tradiciones culturales de la región.
LemonLDAP::NG - the New Generation WebSSO !, David Coutadeur, Linagora.OW2
LemonLDAP::NG is a FOSS for WebSSO, access management and identity federation developed since 2005. Its community is active and regurlarly proposes new versions. This software provides many functionalities: * Multi-domain SSO * Configuration and session management * Form replay * Protocols support : LDAP, CAS, OpenID, SAML, Radius * Authentication methods chaining * Applications portal * Password management * Notifications * Connection history management * Put an application in maintenance state * Inserting a menu on protected applications LemonLDAP::NG can be used as a gateway between many authentifcation protocoles, for example : * Provide identity trough SAML after an LDAP authentication * Provide identity trough CAS after an OpenID authentication * Provide identity trough OpenID after a Twitter authentication LemonLDAP::NG is a efficient mean to link Saas applications to internal applications, all relying on the authentication of the enterprise directory.
Over the last several years, financial institutions have spent billions of dollars and resources securing a perimeter defense system consisting of intrusion detection, intrusion prevention, firewalls, user authentication, and other layers of security all built to secure their financial systems. Due to the exponential increase in internal and external information security incidents, these investments are necessary to protect an institution’s reputation and revenue. In addition, the federal government is using regulatory means to ensure the banks
take responsibility for potential losses.
Of equal or even greater threat, however, are the social aspects of the Internet that cannot
be controlled. For example, financial institutions need to be aware of the reputational risk that is inherent on the Internet. Each institution needs to do more than reactively protect its data; it must also proactively safeguard its reputation online, where references to its corporate name alone can number in the millions. An institution must also guard against infringements against its logo, its trademarks or other graphic representations. This risk, outside the firewall, is the other side of the coin.
Big Data with SpagoBI. OW2con'15, November 17, Paris. OW2
SpagoBI, thanks to its open and innovative approach and its continued collaboration with open source communities, has anticipated these market shifts by progressively adapting its architecture and features to support self-service user-driven BI and to leverage Big Data technologies and approaches.
The speech describe real life use cases of the following Big Data features provided by SpagoBI suite:
- full integration with SparkSQL, allowing you to query structured data as distributed datasets (RDD) as well as Apache Hive tables or unstructured data like parquet or JSON files;
- integration with SparkR - the R package allowing you to deal with Spark functions inside the R code;
- integration of H2O package, allowing you to execute parallel data mining and machine learning algorithms on data stored in Hadoop;
- network analysis, a data visualization feature allowing you to graphically represent different entities and their relations in an effective way.
Mandriva is a publisher of open source software with 14 years of experience in research and innovation. It has a research portfolio including projects in semantic desktop technologies, security, compilers, grid computing, and more. Mandriva's innovation strategy involves collaborative research, advanced development, and focused research partnerships to contribute open source expertise and bring research projects to market.
This document provides biographical information on Eric Wildi including his awards, patents, publications, and technical experience. It highlights that Eric Wildi has received several prestigious awards including the GE CR&D Dushman Award and Science Digest Top 100 Award. He also holds over 20 patents related to semiconductor devices and integrated circuits. Wildi has extensive experience in high-voltage integrated circuits and power electronics and has published widely with papers in conferences and journals.
OW2con'16 Keynote address: Kubernetes, the rising tide of systems administrat...OW2
Kubernetes, the rising tide of systems administration Containers and cloud have moved from "why" to "how and when?" Learn how Google is helping the world go Cloud Native.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
Travel the Nile in comfort aboard of our luxurious, small-ship cruise ship. Learn about our itineraries and get a "behind the scenes" guide to the land of the pharaos.
Introduction to the CII Badge Programe, OW2con'16, Paris. OW2
The document describes the Core Infrastructure Initiative (CII) Best Practices Badge, which is a project that aims to encourage open source software projects to follow good security practices. It does this by identifying a set of best practices and criteria that projects can self-certify against using a web application. Projects that meet the criteria receive a badge. The document provides background on CII and describes the criteria categories and examples. It also discusses the current state of badge adoption, sample impacts it has had, and future plans. The goal is to incentivize and recognize open source projects that follow secure development practices.
CHOReVOLUTION project to facilitate cross-organization service integrationOW2
From Code to Product, the CHOReVOLUTION Studio is addressing scalable IoT/IoS applications based on choreography modelling, synthesis, adaptation, service bus, security, and cloud. It aims at integrating as much as possible existing web services to create new innovative solutions. The first applications being developed are in the Intelligent Transportation Systems and Smart Tourism domains, with benefits in terms of time-to-market, agility, dynamism and cross-organization coordination. The CHOReVOLUTION software are published under an open source licence and made publicly available through the OW2 community.
One year solving infrastructure management with FusionDirectory and OpenLDAP,...OW2
Today the world of infrastructure moves. the advent of cloud, Infrastructure on demand, SAS mode are innovative concepts
requiring a change in our methods. But what about managing these platforms, security, systems and users.
The infrastructure is not necessarily internal anymore, establishing a workflow has become indispensable. The Daily operations by less skilled people and the delegation of operations.
At this conference we will see on concrete cases and details how FusionDirectory daily support to solve these problems thanks to its modularity, its API, and webservices.
Process Management by Jan Mohammed.pptxJanMohammed3
This is a very generic presentation on Process Management concepts and its design + implementation. Use it to understand what process management entails and to coach your teams / customers.
The document discusses effective program evaluation and provides a case study example. It begins by outlining why evaluation is needed and common problems with evaluation. Effective evaluation includes planning, frameworks, data collection and analysis plans. A case study on a learning intervention at PolyWrighton to improve work engagement is then described in detail. The intervention was evaluated using a multi-level framework and showed positive results, including a 399% ROI. Additional resources on evaluation and the programs discussed are provided.
This document provides employers with guidance and resources for developing internship programs. It discusses key aspects of internships including what they are, their importance, legal issues, and how to structure an effective program. The main points covered are:
- Internships can be unpaid learning experiences for students or paid employment opportunities depending on the structure. They typically last 3-9 months.
- Developing an internship program is a 5-step process: setting goals and policies; writing position descriptions; recruiting qualified candidates; managing interns; and conducting evaluations and follow-up.
- Legal requirements for unpaid interns include educational training components and ensuring interns do not replace regular employees. Paid interns are subject to
There are three key takeaways from the document:
1. The three most important best practices areas in PPM/PMO are resource management, operations and metrics, and automation.
2. Strategic project categorization and selection is a hallmark of an effective PPM strategy.
3. The right technology solution can make a large difference in achieving solid ROI and meeting PPM and PMO objectives.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
The Fresh Connection - Simulation based Supply Chain Learning PlatformFrinson Francis
The Fresh Connection is a Web based Business Simulation in the area of Supply Chain Management and Organisation Wide Collaboration used for Experiential Learning. Learn Supply Chain Management, Supply Chain Performance and Analysis, Sales and Operations Planning, Inventory Management, Supply Chain Strategy, Demand Planning, Collaboration, Risk Management in Supply Chains with in-house workshops at your company
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
This document provides an agenda and materials for a performance management training. The agenda includes discussions on leading change as a performance management champion, tools for lasting success, and action planning. Example topics covered include implementing North Carolina's emergency management accreditation program and strategic planning process. The training also discusses initiatives from the North Carolina Office of State Budget and Management like a performance management community of practice. Participants then have a breakout session to develop action plans around policy, program, or initiative changes at their organizations.
How is your PMO viewed today? Are project managers saying…PMO is just an overhead function, non-value added, a bunch of rule makers.
As PMO’s gain momentum again in the project world it is time to take a look at how the PMO can really add value to the organization.
If you are starting up a new PMO or need to revive an aging one this webcast is for you. Join us to walk through 8 steps to make your PMO a best in class organization, driving project execution.
Accelerator - Philanthropitch 2014: Q&A Session for ApplicantsGreenlights
The document summarizes an application and selection process for a nonprofit accelerator program run by Greenlights and BuildASign.com. It provides details on:
1) An introduction to the organizations and an upcoming event called Philanthropitch where nonprofits can pitch for $100,000 in prizes and a chance to participate in the accelerator.
2) An overview of the 4-month accelerator program which will provide coaching, networking, and consulting to help nonprofits develop growth plans and solicit capital.
3) Eligibility criteria for the accelerator and the selection process, including pitching at Philanthropitch for a chance to be selected for the program.
Tita Datu Puangco is the CEO and President of Ancilla Enterprise Development Consulting, a major training and organization development company in the Philippines. The company specializes in enterprise transformation, executive coaching, corporate leadership training, and managing business training centers. The document then lists seven best practices for successful succession planning: engaging stakeholders, identifying and assessing internal candidates, conducting regular reviews, using a pipeline approach, assessing candidates' competencies and potential, committing resources to development, and following a logical succession planning process.
The Change Acceleration Process (CAP) provides a framework to accelerate and optimize change initiatives. It includes seven core elements: leading change, creating a shared need, shaping a vision, mobilizing commitment, changing systems and structures, making change last, and monitoring progress. Tools are provided for each element to help change teams identify ways to achieve behavioral change and build a culture that drives change. Successful change requires addressing both the technical solution and gaining acceptance and commitment from stakeholders.
Slides used at the Manchester Alumni Meetup on 1 May 2019.
Theme: Employee Engagement and Experience
Speakers:
Aaron Saxton, UKFast
Shad Shami, Exchange Utility
Louise Marshall, Brother UK
This document outlines the six step process for developing a total rewards program. Step 1 is to analyze and assess the current situation by collecting internal and external data on compensation, benefits, employee satisfaction and needs. It is important to understand the current state and identify improvement opportunities. Step 2 is to design the program by defining the corporate mission/vision, business strategy, HR philosophy and total rewards philosophy statement. Step 3 is to develop the specific program elements by determining objectives, eligibility, goals, funding, plan structure and action steps.
A change readiness assessment provides data on an organization's ability to change and identifies risks. It assesses awareness of the need for change, desire and motivation to change, knowledge of how to change, ability to implement change, and reinforcement to sustain change. The assessment involves designing a questionnaire, conducting workshops to gather perspectives, collecting and analyzing data, mapping results to risk profiles to identify enablers and barriers, and developing an action plan focused on areas like the change vision. The overall goal is to understand change readiness and develop a plan to manage the change process effectively.
Knowledge Management is first and foremost a willingness and desire of people within the organisation to help each other make things better. If this desire is not truly there, all that your process and technology-related investments will lead to, are expensive and embarrassing white elephants.
Evaluation is a planned process which provides specific information about a selected session, program for the purpose of determining value or decision making.
As with all strategic investments, the development of human capital must produce returns that meet or exceed financial and organizational objectives. Too often, training and organizational development initiatives are evaluated based upon classroom-oriented metrics like number of attendees, pass rates and certifications. While important, executive-level stakeholders find it difficult to use metrics like this to discern the true strategic impact of these initiatives on overall business objectives. A better way to measure success is to take a business-objective approach through the strategic alignment of an organization’s goals with a comprehensive training and development curriculum that advances organizational performance and individual accountability. Using the U.S. Department of Veterans Affairs as a model, learn how taking a business-objective approach to training and development translates into successful execution. This workshop will feature practical, actionable tactics for ensuring that your staff is accountable and ready to advance strategies and priorities after the classroom work is completed.
Richard Garrison, Vice Chancellor, VA Acquisition Academy
Brian Green, Manager, Enterprise Solutions, U.S. Federal Government, Learning Tree International
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.