This document discusses achieving delivery excellence in projects. It defines delivery excellence as going beyond just quality to be "extremely good". It identifies critical success factors for delivery excellence like customer satisfaction, employee satisfaction, and business growth. It also discusses key metrics for measuring delivery excellence like revenue growth, customer satisfaction levels, and defect density. Finally, it recommends tools and techniques for organizations to achieve delivery excellence, such as innovation, automation, and competency development.
This document discusses bridging the gap between traditional project management and the expectations of the "Facebook generation". It proposes adapting a new management style focused on transparency, value creation, and flattening hierarchies. Specifically:
1) The "Mirror-Mirror" concept helps managers understand their starting point and focus areas for improvement to achieve goals.
2) Emphasis is placed on winning stakeholder confidence through transparency.
3) Managers think long-term and include more people in planning for transparency.
4) Multiple solutions are explored during execution to maximize value for all parties.
The document discusses how emerging economies, the financial crisis, and Generation Y are changing the face of project management. It provides tips on how project managers can adapt to these changes, such as gaining knowledge of local business models in emerging economies and using agile approaches. It also presents a case study of how a project manager dealt with an existing project being opened to bidding due to the financial crisis. The document advocates that project managers embrace continuous improvement, generate peer pressure for accountability, and adopt an innovation framework to adapt to the changing project management landscape.
This document discusses proven practices for measuring learning impact. It explores eight initiatives for measuring learning that can demonstrate impact, including turning satisfaction surveys into predictive data, using the human capital approach to estimate performance change, and leveraging business impact templates. The challenges of demonstrating business impact, reducing "scrap learning", and measuring informal learning are also addressed.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This document discusses how sustainability can drive innovation in products, processes, and services. It provides a framework for organizations to achieve parallel goals of sustainability and innovation. The framework involves cultural change, setting sustainability goals, managing the supply chain, conducting portfolio and product development with sustainability in mind, providing transparency of sustainability metrics, and using new tools. Examples are given of companies innovating products and processes to be more sustainable. Overall, the framework aims to balance environmental, social, and financial aspects to create long term sustainability.
This document describes a Process Combing approach for continual improvement of IT project delivery in well-governed organizations. The approach involves 6 steps: selecting a theme, establishing data, solidifying data, scouring for opportunities, expanding opportunities, and pulling out gems. It provides breadth across 12 themes and depth through a methodical process. The approach was applied in a case study at a large financial institution, where opportunities such as reusing test defects, automating approvals, eliminating waste, and standardizing templates were identified and evaluated for implementation.
This document discusses challenges and best practices for distributed agile project management. It begins by defining agile project management and explaining why agile practices are needed in today's business environment. It then notes that distributed teams are increasingly common due to globalization and outsourcing. However, agile projects and distributed teams have some incompatible elements, such as lack of face-to-face communication and difficulty building trust over distance. The document outlines challenges like communication breakdowns, infrastructure issues, and fear of failure on distributed agile projects. It concludes by recommending best practices for distributed agile projects, including focusing on people relationships, improving communication structures and tools, establishing clear roles and responsibilities, and ensuring proper infrastructure.
The document discusses the challenges faced by micro, small, and medium enterprises (MSMEs) in India. It outlines several key challenges MSMEs encounter, including technological issues, managerial problems, cash flow difficulties, issues with raw materials and products, infrastructure problems, and more. It also provides statistics on the growth of MSMEs in India in terms of numbers and employment over time. Finally, it defines the classification of MSMEs under Indian law based on investment levels.
This document discusses bridging the gap between traditional project management and the expectations of the "Facebook generation". It proposes adapting a new management style focused on transparency, value creation, and flattening hierarchies. Specifically:
1) The "Mirror-Mirror" concept helps managers understand their starting point and focus areas for improvement to achieve goals.
2) Emphasis is placed on winning stakeholder confidence through transparency.
3) Managers think long-term and include more people in planning for transparency.
4) Multiple solutions are explored during execution to maximize value for all parties.
The document discusses how emerging economies, the financial crisis, and Generation Y are changing the face of project management. It provides tips on how project managers can adapt to these changes, such as gaining knowledge of local business models in emerging economies and using agile approaches. It also presents a case study of how a project manager dealt with an existing project being opened to bidding due to the financial crisis. The document advocates that project managers embrace continuous improvement, generate peer pressure for accountability, and adopt an innovation framework to adapt to the changing project management landscape.
This document discusses proven practices for measuring learning impact. It explores eight initiatives for measuring learning that can demonstrate impact, including turning satisfaction surveys into predictive data, using the human capital approach to estimate performance change, and leveraging business impact templates. The challenges of demonstrating business impact, reducing "scrap learning", and measuring informal learning are also addressed.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This document discusses how sustainability can drive innovation in products, processes, and services. It provides a framework for organizations to achieve parallel goals of sustainability and innovation. The framework involves cultural change, setting sustainability goals, managing the supply chain, conducting portfolio and product development with sustainability in mind, providing transparency of sustainability metrics, and using new tools. Examples are given of companies innovating products and processes to be more sustainable. Overall, the framework aims to balance environmental, social, and financial aspects to create long term sustainability.
This document describes a Process Combing approach for continual improvement of IT project delivery in well-governed organizations. The approach involves 6 steps: selecting a theme, establishing data, solidifying data, scouring for opportunities, expanding opportunities, and pulling out gems. It provides breadth across 12 themes and depth through a methodical process. The approach was applied in a case study at a large financial institution, where opportunities such as reusing test defects, automating approvals, eliminating waste, and standardizing templates were identified and evaluated for implementation.
This document discusses challenges and best practices for distributed agile project management. It begins by defining agile project management and explaining why agile practices are needed in today's business environment. It then notes that distributed teams are increasingly common due to globalization and outsourcing. However, agile projects and distributed teams have some incompatible elements, such as lack of face-to-face communication and difficulty building trust over distance. The document outlines challenges like communication breakdowns, infrastructure issues, and fear of failure on distributed agile projects. It concludes by recommending best practices for distributed agile projects, including focusing on people relationships, improving communication structures and tools, establishing clear roles and responsibilities, and ensuring proper infrastructure.
The document discusses the challenges faced by micro, small, and medium enterprises (MSMEs) in India. It outlines several key challenges MSMEs encounter, including technological issues, managerial problems, cash flow difficulties, issues with raw materials and products, infrastructure problems, and more. It also provides statistics on the growth of MSMEs in India in terms of numbers and employment over time. Finally, it defines the classification of MSMEs under Indian law based on investment levels.
This document discusses three transformational projects:
1. India's polio eradication program which successfully reduced cases of polio in India from 200,000 annually to zero through extensive vaccination efforts across the country.
2. The relocation of Tata Motors' Nano car project from Singur, West Bengal to Sanand, Gujarat after facing protests in Singur. The relocation transformed Sanand into a major automotive hub.
3. The inception of the Indian Premier League cricket tournament which had significant economic and social impacts and was executed through innovative planning.
This document discusses a framework for motivating quality experts to become quality innovators. It outlines several challenges, including getting a dedicated team of innovators from a non-billable resource team, and motivating innovation that is non-technical and provides internal benefits rather than external customer value. The proposed framework includes appointing innovation champions and teams, creating a sense of competitiveness, tracking progress regularly with senior management support, rewarding and supporting creativity, utilizing employee diversity, and creating a positive work environment. The benefits discussed are improved business and quality management processes, as well as lessons learned and critical success factors.
- Journal clubs are proposed as a way to engage employees and improve retention during economic downturns when projects are reduced. They involve employees studying research papers and sharing learning with peers.
- Benefits include stimulating intellectual growth, improving soft skills like communication, and promoting networking and team spirit. This engagement demonstrates organizational commitment and increases employee motivation and commitment to work.
- A case study found that creating a journal club improved employee motivation levels and engagement with work and the organization.
Estudo feito pela Oxford Economics
Talento Global de 2021 Como a nova geografia do talento vai transformar estratégias de recursos humanos
mudanças na oferta de talentos irá ocorrer durante a próxima década. Para completar os resultados
de nossa pesquisa quantitativa, foi realizada uma série de entrevistas em profundidade com HR
executivos de todo o mundo e chamou a experiência de nosso comitê de direção de RH.
Nossa pesquisa revela não só paisagem de amanhã para o talento global será
dramaticamente diferente do que a de hoje, mas que alguns países e Industries
precisam de se adaptar mais rapidamente para acomodar essas mudanças rápidas.
Implementing a Project Management approach in a multi-national - PM Today Art...Donnie MacNicol
NDS, a leader in digital pay-TV solutions, implemented several initiatives to enhance its project management processes and respond more efficiently to changing demands. It created a Steering Group to develop strategic objectives. Key interventions included a Project Management Code of Practice to standardize processes, soft skills training to improve team collaboration, and accrediting managers. NDS also developed a future capability roadmap to handle increasing project complexity and growth. The initiatives aimed to make NDS more adaptable, profitable and better able to satisfy customers.
The document discusses best practices for engaging subject matter experts (SMEs) during a learning content development project. It finds that communicating expectations clearly is the most important objective and the area L&D professionals are most effective at. However, ensuring SME commitment to the project is another critical objective that fewer L&D professionals are effective at. Maintaining regular communication with SMEs is the most important practice for engagement. Involving SMEs throughout the entire content development process is associated with greater effectiveness in engaging them.
INNOVATION LEADERSHIP-Turning Great Teachers to Great Innovation LeadersTimothy Wooi
Innovation Leadership in Education, Daet, Camarines Norte 29Sep-1st Oct 2017
Theme
"Turning Good Teachers to Great Innovation Leaders"Objectives
To introduce Educators to the concept of Innovation Leadership in Education.
To equip Educators with Leadership skills needed in carrying out instructions and other school based tasks.
To help Educators develop their skills in Innovation.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs. It includes definitions and proficiency levels for 25 behavioral competencies. The behavioral competency dictionary aims to describe the knowledge, skills, abilities and behaviors needed for successful job performance in IT roles. Managers can use the competency definitions and proficiency levels for tasks like developing job profiles, screening candidates and planning employee development.
Ratan Tata outlines two guiding strategies for Tata Group: 1) Expanding existing product markets overseas and 2) Exploring India's emerging mass market by breaking new ground in product development rather than following others and seeing how they can do something innovative that has not been done before in India.
EFQM Excellence Model for Corporate Data Quality Management (CDQM)Boris Otto
This presentation gives an overview of the EFQM Execellence Model for Corporate Data Quality. The model supports the assessment of the maturity of enterprise-wide data quality management capabilities in multinational corporations. It was developed by the Competence Center Corporate Data Quality, a consortium research project at the University of St. Gallen, Switzerland.
The presentation was given at the Business Academic Exchange workshop at the 17th Americas Conference on Information Systems (AMCIS 2011) in Detroit, MI.
Agile learning Designs for an Agile world - Using Agile values and principles...Frank Edelkraut
Qualifiying sesidns preparing for agile work and organizations should reflect the agile principles. Which changes are needed and how an agile design may look like is described in this paper.
The paper received the "Best Paper Award" at Innovation Arabia 12 in February 2019.
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
The Motivation Factor Methodology provides a framework to improve self-motivation, learning, and handling change. It uses assessments and tools based on the Hierarchy of Motivation to help individuals and organizations better achieve their goals. Customers in both private and public sectors have seen increases in productivity, engagement, and innovation by applying the Motivation Factor concepts and tools in workshops, coaching, and performance reviews. The methodology has a strong scientific foundation and is designed to be practical, simple, and applicable across diverse contexts.
The document discusses how project management offices (PMOs) evolve through three stages - project management, program management, and portfolio management - as business needs change.
At the project management stage, the PMO focuses on implementing project management processes, tools, and developing project managers. At the program management stage, the PMO coordinates related business and IT projects and ensures resources are used efficiently. At the portfolio management stage, the PMO optimizes all project and program investments to contribute to business growth.
Chief information officers play a key role in ensuring PMOs master the basics at each stage before evolving, and in matching the PMO's stage to changing business needs. PMOs must demonstrate improvements at each stage to justify further
1) Most companies now have a PMO (84%), which have generally been in place for a few years.
2) PMO budgets average $500,000 while overseeing project budgets of $8 million.
3) Resource management remains a key challenge for PMOs, especially for more mature ones.
What are the trends in Human Resources transformation practices?
What is the current and future transformation scope?
In which way have recent global economic changes affected HR transformation plans?
The EFQM Excellence Model allows people to understand the cause and effect relationships between what their Organisation does and the Results it achieves,.RAMANUJAN COLLEGE , UNIVERSITY OF DELHI
The document discusses the future of project management and the skills needed for project managers. It notes that the profession is growing and evolving beyond traditional PMP certification. Future project managers will need strong leadership, business management, and people skills to take on more strategic executive roles. They will need to focus on both short-term career pathing and long-term education and skills development to adapt to changing business needs and become effective leaders.
During my Diploma in Management from Welingkar Business School, our team Krishna N, Merlyn Shobha and Bhavani N had done an extensive project on ''Investment Patterns of ITES employees'' under the guidance of Prof Hema Doreswamy
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
The document discusses utilizing an emotional intelligence model to maximize return on investment for human resources in the Indian IT industry. It proposes assessing emotional intelligence among project managers and team members, providing training to develop key emotional competencies, and creating a supportive work environment. Metrics like productivity, engagement, and turnover are cited from research to demonstrate the potential financial benefits of improving emotional intelligence in organizations.
This document discusses three transformational projects:
1. India's polio eradication program which successfully reduced cases of polio in India from 200,000 annually to zero through extensive vaccination efforts across the country.
2. The relocation of Tata Motors' Nano car project from Singur, West Bengal to Sanand, Gujarat after facing protests in Singur. The relocation transformed Sanand into a major automotive hub.
3. The inception of the Indian Premier League cricket tournament which had significant economic and social impacts and was executed through innovative planning.
This document discusses a framework for motivating quality experts to become quality innovators. It outlines several challenges, including getting a dedicated team of innovators from a non-billable resource team, and motivating innovation that is non-technical and provides internal benefits rather than external customer value. The proposed framework includes appointing innovation champions and teams, creating a sense of competitiveness, tracking progress regularly with senior management support, rewarding and supporting creativity, utilizing employee diversity, and creating a positive work environment. The benefits discussed are improved business and quality management processes, as well as lessons learned and critical success factors.
- Journal clubs are proposed as a way to engage employees and improve retention during economic downturns when projects are reduced. They involve employees studying research papers and sharing learning with peers.
- Benefits include stimulating intellectual growth, improving soft skills like communication, and promoting networking and team spirit. This engagement demonstrates organizational commitment and increases employee motivation and commitment to work.
- A case study found that creating a journal club improved employee motivation levels and engagement with work and the organization.
Estudo feito pela Oxford Economics
Talento Global de 2021 Como a nova geografia do talento vai transformar estratégias de recursos humanos
mudanças na oferta de talentos irá ocorrer durante a próxima década. Para completar os resultados
de nossa pesquisa quantitativa, foi realizada uma série de entrevistas em profundidade com HR
executivos de todo o mundo e chamou a experiência de nosso comitê de direção de RH.
Nossa pesquisa revela não só paisagem de amanhã para o talento global será
dramaticamente diferente do que a de hoje, mas que alguns países e Industries
precisam de se adaptar mais rapidamente para acomodar essas mudanças rápidas.
Implementing a Project Management approach in a multi-national - PM Today Art...Donnie MacNicol
NDS, a leader in digital pay-TV solutions, implemented several initiatives to enhance its project management processes and respond more efficiently to changing demands. It created a Steering Group to develop strategic objectives. Key interventions included a Project Management Code of Practice to standardize processes, soft skills training to improve team collaboration, and accrediting managers. NDS also developed a future capability roadmap to handle increasing project complexity and growth. The initiatives aimed to make NDS more adaptable, profitable and better able to satisfy customers.
The document discusses best practices for engaging subject matter experts (SMEs) during a learning content development project. It finds that communicating expectations clearly is the most important objective and the area L&D professionals are most effective at. However, ensuring SME commitment to the project is another critical objective that fewer L&D professionals are effective at. Maintaining regular communication with SMEs is the most important practice for engagement. Involving SMEs throughout the entire content development process is associated with greater effectiveness in engaging them.
INNOVATION LEADERSHIP-Turning Great Teachers to Great Innovation LeadersTimothy Wooi
Innovation Leadership in Education, Daet, Camarines Norte 29Sep-1st Oct 2017
Theme
"Turning Good Teachers to Great Innovation Leaders"Objectives
To introduce Educators to the concept of Innovation Leadership in Education.
To equip Educators with Leadership skills needed in carrying out instructions and other school based tasks.
To help Educators develop their skills in Innovation.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs. It includes definitions and proficiency levels for 25 behavioral competencies. The behavioral competency dictionary aims to describe the knowledge, skills, abilities and behaviors needed for successful job performance in IT roles. Managers can use the competency definitions and proficiency levels for tasks like developing job profiles, screening candidates and planning employee development.
Ratan Tata outlines two guiding strategies for Tata Group: 1) Expanding existing product markets overseas and 2) Exploring India's emerging mass market by breaking new ground in product development rather than following others and seeing how they can do something innovative that has not been done before in India.
EFQM Excellence Model for Corporate Data Quality Management (CDQM)Boris Otto
This presentation gives an overview of the EFQM Execellence Model for Corporate Data Quality. The model supports the assessment of the maturity of enterprise-wide data quality management capabilities in multinational corporations. It was developed by the Competence Center Corporate Data Quality, a consortium research project at the University of St. Gallen, Switzerland.
The presentation was given at the Business Academic Exchange workshop at the 17th Americas Conference on Information Systems (AMCIS 2011) in Detroit, MI.
Agile learning Designs for an Agile world - Using Agile values and principles...Frank Edelkraut
Qualifiying sesidns preparing for agile work and organizations should reflect the agile principles. Which changes are needed and how an agile design may look like is described in this paper.
The paper received the "Best Paper Award" at Innovation Arabia 12 in February 2019.
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
The Motivation Factor Methodology provides a framework to improve self-motivation, learning, and handling change. It uses assessments and tools based on the Hierarchy of Motivation to help individuals and organizations better achieve their goals. Customers in both private and public sectors have seen increases in productivity, engagement, and innovation by applying the Motivation Factor concepts and tools in workshops, coaching, and performance reviews. The methodology has a strong scientific foundation and is designed to be practical, simple, and applicable across diverse contexts.
The document discusses how project management offices (PMOs) evolve through three stages - project management, program management, and portfolio management - as business needs change.
At the project management stage, the PMO focuses on implementing project management processes, tools, and developing project managers. At the program management stage, the PMO coordinates related business and IT projects and ensures resources are used efficiently. At the portfolio management stage, the PMO optimizes all project and program investments to contribute to business growth.
Chief information officers play a key role in ensuring PMOs master the basics at each stage before evolving, and in matching the PMO's stage to changing business needs. PMOs must demonstrate improvements at each stage to justify further
1) Most companies now have a PMO (84%), which have generally been in place for a few years.
2) PMO budgets average $500,000 while overseeing project budgets of $8 million.
3) Resource management remains a key challenge for PMOs, especially for more mature ones.
What are the trends in Human Resources transformation practices?
What is the current and future transformation scope?
In which way have recent global economic changes affected HR transformation plans?
The EFQM Excellence Model allows people to understand the cause and effect relationships between what their Organisation does and the Results it achieves,.RAMANUJAN COLLEGE , UNIVERSITY OF DELHI
The document discusses the future of project management and the skills needed for project managers. It notes that the profession is growing and evolving beyond traditional PMP certification. Future project managers will need strong leadership, business management, and people skills to take on more strategic executive roles. They will need to focus on both short-term career pathing and long-term education and skills development to adapt to changing business needs and become effective leaders.
During my Diploma in Management from Welingkar Business School, our team Krishna N, Merlyn Shobha and Bhavani N had done an extensive project on ''Investment Patterns of ITES employees'' under the guidance of Prof Hema Doreswamy
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
The document discusses utilizing an emotional intelligence model to maximize return on investment for human resources in the Indian IT industry. It proposes assessing emotional intelligence among project managers and team members, providing training to develop key emotional competencies, and creating a supportive work environment. Metrics like productivity, engagement, and turnover are cited from research to demonstrate the potential financial benefits of improving emotional intelligence in organizations.
The document discusses the challenges of managing multi-country projects and proposes an approach using abstract and agile scheduling. It highlights difficulties like budget forecasting, resource management, and tracking across locations. The approach uses an abstract schedule for high-level planning and portfolio management, with agile detailed schedules managed quarterly by teams. Collaboration is enabled through a web tool for tasks, time tracking, documents and issues. This framework aims to provide simplicity and visibility while allowing flexibility.
The document discusses strategies for companies to achieve growth with existing resources through effective portfolio management. It finds that high growth companies expand sales channels while slower companies focus on cost reduction. Implementing portfolio management allows selecting the right projects and optimizing resource allocation. Benefits include increased effectiveness, reduced costs, and higher profits without additional investments. The key is to identify constraints, match capacity and pipeline, and select platforms that provide competitive advantage and accelerate innovation.
Technology and the changing face of educationdwesting
The document discusses how education needs to change to prepare students for the 21st century workforce. It notes that basic skills are no longer enough and that students need skills like problem solving, communication, and analyzing information. It also provides examples of new technologies and tools that can help develop these skills, such as mobile learning, virtual worlds, and social networking platforms. It advocates shifting education from the industrial age model to one focused on creativity, innovation, and digital literacy.
This document discusses how emojis, emoticons, and text speak can be used to teach students. It provides background on the origins of emoticons in 1982 as ways to convey tone and feelings in text communications. It then suggests that with text speak and emojis, students can translate, decode, summarize, play with language, and add emotion to language. A number of websites and apps that can be used for emoji-related activities, lessons, and discussions are also listed.
Study: The Future of VR, AR and Self-Driving CarsLinkedIn
We asked LinkedIn members worldwide about their levels of interest in the latest wave of technology: whether they’re using wearables, and whether they intend to buy self-driving cars and VR headsets as they become available. We asked them too about their attitudes to technology and to the growing role of Artificial Intelligence (AI) in the devices that they use. The answers were fascinating – and in many cases, surprising.
This SlideShare explores the full results of this study, including detailed market-by-market breakdowns of intention levels for each technology – and how attitudes change with age, location and seniority level. If you’re marketing a tech brand – or planning to use VR and wearables to reach a professional audience – then these are insights you won’t want to miss.
Artificial intelligence (AI) is everywhere, promising self-driving cars, medical breakthroughs, and new ways of working. But how do you separate hype from reality? How can your company apply AI to solve real business problems?
Here’s what AI learnings your business should keep in mind for 2017.
Lean India Consulting Group provides continual excellence consulting services to help organizations drive business performance through lean strategies. They offer training and certification programs to develop lean practitioners, coaches, and champions. Their engagement model involves assessing needs, educating clients, selecting pilot projects, standardizing improvements, and facilitating internalization of lean thinking. Benefits include short-term wins and cost savings as well as long-term development of an improvement culture and self-directed work.
Dextrys IT Services Organization OverviewLiuweiting
Dextrys is a global software engineering firm and leading Chinese IT services provider with over 2000 staff across multiple development centers in China and partnerships worldwide, offering a full range of software development and IT outsourcing services including application development, product engineering, testing, and localization to help clients accelerate growth and lower costs.
This document discusses the importance of Total Quality Management (TQM) for Enterprise Resource Planning. It begins by outlining the 12-step research process used. It then discusses how TQM focuses on continuous improvement, customer focus, systematic operations improvement, and long-term thinking. The history and evolution of TQM approaches from Deming, Juran, and Crosby are summarized. Critical success factors, quality control tools, and issues regarding TQM strategy implementation are also highlighted. The conclusion emphasizes that effective TQM reduces costs, improves processes, and facilitates organizational change and transformation towards business excellence.
GIVE ETAILS OF ALL THE MAJOR TQM GURUS LIKE EMING, JURAN , ISHIQAWA, CROSBY AND THEIR CONTRIBUTIONS LIKE QUALITY CIRCLE , 14 DIMENSIONS OF QUALITY , QUALITY IS FREE, QUALITY TRIOLOGY
This document provides an overview of Total Quality Management (TQM). It defines TQM as enhancing the traditional way of doing business using three pillars: total, quality, and management. The document then discusses key aspects of TQM including its definition, approach, framework, historical review, obstacles, benefits, and exemplary organizations. It also covers quality definitions, dimensions, and the historical development of quality management from ancient times to modern standards.
How well is your organization driving software quality and testing compared to other companies today?
-Which areas in Application Lifecycle Management (ALM) pose the greatest challenge to an organization’s success?
-How well do companies follow best practice standards?
-How quickly are companies adopting Agile methods?
-How are virtualized environments changing the way companies test?
-What skills do testers need in increasingly distributed teams?
The 2010-2011 World Quality Report provides insights into these questions and more. This report is based on survey findings from hundreds of testers, business analysts and developers and reveals emerging trends in quality and a forecast of how these trends will shape ALM and associated software in the future.
http://www.capgemini.com/application-lifecycle-services
Total quality management aims to continuously improve an organization's ability to deliver high-quality products and services to customers. It draws upon tools from quality control and emphasizes organization-wide efforts. Key aspects of TQM include customer satisfaction, reducing defects, and continuous process improvement. Pioneers like Deming, Juran, Crosby, and Ishikawa developed philosophies and tools to implement TQM, such as quality circles, statistical process control, and the PDCA cycle.
The document summarizes a presentation on using the internationally recognized Investors in People (IiP) business quality standard to improve teaching and learning in higher education. The presentation discusses how IiP can help leaders and managers become more effective and improve teaching quality by focusing on people development. Case studies of three UK universities show how implementing IiP aligned with and demonstrated improvements in governance, student learning, staff support, and quality of provision. The presentation concludes that effectively managing people through standards like IiP can transfer knowledge and benefits to all areas of a university.
The document summarizes a presentation on conducting process maturity assessments the right way using the TIPA framework. It begins with an overview of the history and importance of process evaluations. It then discusses the ISO/IEC 15504 standard for process assessments and how TIPA maps IT processes to its maturity levels. The presentation uses a case study of a TIPA assessment at a government organization to drive IT transformation.
Six Sigma Green Belt Certification training course integrates Six Sigma, a methodology to standardize defect measurement and improve processes, and Lean, a framework to manage waste. Lean Six Sigma focuses on data and measurement in order to deliver high-quality products and services to customers.
This TUV SUD's Lean Six Sigma Green Belt Certification is one of the most industry-recognized Quality management certifications for professionals across the globe.
To know more about Lean Six Sigma Green Belt Certification trainings worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
This document summarizes an Agile coaching program in Cornwall, England. The program was started in 2010 by Michael Barritt and Oxford Innovation to (1) bring international software practices to local businesses, (2) improve business efficiency and profitability, and (3) support the local knowledge economy. The program provides workshops, in-house coaching, and training to help 9+ local companies employing over 150 people adopt Agile practices. It is funded through a combination of client fees, the European Social Fund, and European Regional Development Fund. The program aims to create better paid, more skilled jobs in the region.
Introduction to Process Improvement & Software Quality AssuranceAriful Haque
This document provides an introduction to process improvement and software quality assurance. It discusses why focusing on process is important, as it complements focusing on technology and people. Process improvement aims to shift blame for problems from individuals to processes. The document also introduces quality assurance and contrasts it with quality control. Key quality assurance activities are outlined, including quality planning and audits. Several quality models and tools are described, along with influential quality experts like Deming, Crosby and Juran.
The document discusses key concepts related to quality including:
1. Definitions and dimensions of quality including reliability, responsiveness, competence and other factors.
2. The differences between quality assurance (QA), which focuses on preventing defects, and quality control (QC), which focuses on detecting defects.
3. Statistical process control (SPC), which applies statistical tools to control process inputs, and statistical quality control (SQC), which applies the same tools to monitor process outputs.
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- The Five Whys technique to determine the root cause of problems by asking "why" five times.
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- Three alignment questions to ensure capabilities match customer needs and organizational goals.
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The section emphasizes getting employees involved in improvement efforts to generate ideas and excitement for making positive changes. Collecting the
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The presentation is about the benefits of applying for the International Organization for Standardization(ISO) for Lean.
This standard will help healthcare and allied industries to create Lean capability in their organisations and accelerate process improvements. Ultimately it improves quality of services, improves reputation, reduces costs, avoids future costs and/or improves revenue.
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This document provides an overview of quality management systems and their history. It defines quality based on customer perceptions and needs. Quality management systems allow organizations to meet quality levels, consumer requirements, and technology changes. The document traces the development of quality management from early thinkers like Deming and Juran who helped Japanese companies, to the growth of approaches like total quality management, ISO standards, six sigma at Motorola, and continuous quality improvement. It outlines eight quality management principles and discusses pharmaceutical quality systems and ICH Q10, which promote a lifecycle approach to quality over compliance.
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1) Sustainability involves balancing economic, social, and environmental factors over both the short and long term.
2) Project managers may have responsibility for sustainability aspects of projects and their outcomes.
3) Considering sustainability requires looking at a project's full lifecycle as well as the lifecycles of its outcomes and any associated products or assets.
The document discusses the role of a Strategic Program Management Office (PMO) in managing organizational transformation. It describes what a Strategic PMO is and the framework it uses, including establishing a vision, mission, and work streams. It then discusses the structure of a Strategic PMO and its lifecycle. Finally, it provides examples of Strategic PMOs that were implemented to manage a merger integration, transition to a shared global delivery model, and drive innovation through centers of excellence.
This presentation discusses how project managers can incorporate social media tools like Twitter, Facebook, LinkedIn, and blogs into project communication and management. It explores how tools like these have changed communication from restricted exchanges to more open and collaborative interactions. The presentation also addresses challenges with social media like distraction and loss of productivity, and suggests ways for project managers to develop social media policies and guidelines for their teams.
This document discusses a business model for providing renewable energy to rural communities through partnerships between various stakeholders. The key stakeholders identified are village communities, NGOs, microfinance institutions, original equipment manufacturers, and government/state bodies. The model aims to improve rural livelihoods and alleviate poverty by providing energy access and creating new income opportunities through microloans to fund the installation of renewable energy technologies. Challenges and opportunities of this model are also analyzed.
This document provides an overview of how tools from psychology can be applied to improve project management. It discusses the Myers-Briggs Type Indicator (MBTI) personality assessment and describes two personality types: ENFP and ISTJ. It also summarizes Rational Emotive Behavior Therapy (REBT) and how modifying beliefs can impact consequences. The document suggests project managers would benefit from understanding these psychological tools to improve team dynamics and expectations management.
The document presents the Influential and Inspirational Powers (IIP) model, a new self-evaluation tool for project managers. The IIP model maps levels of influence and inspiration on a grid with four quadrants based on two situations: 1) how team members are influenced and inspired by the project manager, and 2) how the project manager is influenced and inspired by the team. The tool is meant to help project managers identify strengths, weaknesses, and ways to improve team motivation, productivity, and innovation. A survey of project stakeholders provided initial support for the model.
This document discusses strategies for managing everyday conflicts at work. It suggests that minor unresolved conflicts can lead to major losses in productivity, satisfaction and focus within teams. Conflict is inevitable in team environments but can be minimized through awareness and effective conflict resolution strategies. The document explores how individual personality traits and interpersonal skills influence conflicts, and provides models for resolving conflicts at different levels from individual to team to organizational.
This technical paper explores the importance of soft skills like leadership for project managers. It discusses how leadership is crucial for project success as it helps integrate team members and motivate them. The paper outlines different leadership styles and techniques for developing leadership skills, including coaching and mentoring. Effective coaching and mentoring through situational leadership can help individuals and teams achieve their goals while also benefiting the overall organization.
The document discusses the need to tap into the power of informal project management techniques. It proposes a methodology to identify exemplary historical informal projects in India and analyze them to develop a database of proven informal techniques. This would help bridge gaps in formal project management education. A survey found most essential project management skills can be developed through both informal and formal means.
This document discusses a model for risk analysis and mitigation that accounts for dependencies between risks. It introduces concepts like Risk Influence Factors, risk networks, and risk prioritization. The model involves discovering risks through a "what if, why" analysis. It then generates a risk network by analyzing how risks within and across categories influence each other. Risks in the network are prioritized based on their costs, benefits, and other factors. Dependencies between risks are also analyzed to inform mitigation efforts over time.
This document discusses using statistical techniques to improve predictability in project performance. It provides three scenarios as examples: 1) Predicting critical activities on a schedule using a criticality index, 2) Estimating a project schedule and cost using Monte Carlo simulation, and 3) Building an early warning system for project monitoring and control. The document emphasizes that statistical methods can help project managers develop more accurate estimates and better manage project risks and performance.
The document discusses applying project cost management principles like earned value management (EVM) to software maintenance projects. It outlines the types of maintenance tasks, challenges in effort estimation, and proposes using a software maturity index and EVM to estimate maintenance costs and improve project measurement and control. Accurately estimating effort is key to the successful application of EVM for software maintenance projects.
The document discusses success factors for new product development processes. It categorizes 57 success factors into organizational, technological, market, and environmental factors. These factors are mapped to six phases of product development cycles: idea generation, product concept testing, product design, prototype development, market testing, and commercialization. Understanding which factors are most important in each phase can help organizations optimize resources and improve new product development.
The document discusses a model called MEKS for measuring employee performance. MEKS stands for Motivation, Effort, Knowledge and Skills. It proposes measuring performance as a function of these four factors, with motivation accounting for 45% of the score, skills and knowledge 30%, and effort 25%. Each factor has multiple parameters that are rated on a 1-10 scale and averaged. The model provides a way to measure performance objectively and identify areas for improvement.
The document discusses reasons why outsourcing projects often fail. It analyzes 7 common causes of outsourcing failure based on the authors' experience managing outsourcing projects. These include lack of outsourcing knowledge, overselling capabilities, lack of domain expertise, unrealistic expectations, poor commitment from clients, uncontrollable external challenges, and cultural differences between organizations. The authors provide case studies to illustrate examples of projects that failed due to these factors.
This document provides guidance on test estimation techniques. It discusses common issues in test estimation related to process, environment, resources and other factors. Several test estimation techniques are described at a high level, including SMC (Simple, Medium, Complex), top-down, bottom-up and test point analysis. Factors affecting test estimation and an example test estimation tool are also referenced. The author aims to help avoid missed deadlines by defining an estimation criterion.
The document discusses a program management framework for nonprofit organizations. It proposes using a balanced scorecard approach to evaluate performance beyond just financial metrics. The balanced scorecard considers financial measures as lagging indicators, and supplements them with leading indicators that drive future performance. These include perspectives like fundraising strategies, costs, resource allocation, and metrics related to beneficiaries. The framework is intended to provide execution certainty for small nonprofits using voluntary models, without requiring extensive resources.
The document discusses project management fundamentals and tools. It covers topics like change management, configuration management, reviews, directing work, and productivity. The key points are:
1) Change management is a major challenge and different types of changes need to be managed, like changes in scope, efforts, and deliverables.
2) Tools help standardize processes like capturing change requests and tracking project baselines. This improves information retrieval and traceability.
3) Reviews are important to ensure quality but require motivation and proper planning to be effective. Metrics can analyze review performance over time.
4) Tracking work estimates, productivity, and team availability helps manage projects proactively and communicate status updates accurately. Simple templates
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D john peter
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2. Project Management National Conference 2011 PMI India
Achieving Delivery Excellence
D John Peter PMP
Associate Director, Mind Tree Limited
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Contents
1.1 ABSTRACT....................................................................................................................4
2 KEYWORDS.....................................................................................................................5
3 EXCUTIVE SUMMARY..................................................................................................5
4 QUALITY JOURNEY .......................................................................................6
5 JOURNEY TO EXCELLENCE.........................................................................................8
6 CRITICAL SUCCESS FACTORS....................................................................................9
7 KEY METRICS & MEASUREMENT............................................................................11
8 WAY TO DELIVERY EXCELLENCE..........................................................................12
9 DELIVERY EXCELLENCE...........................................................................................13
10 CONCLUSION..............................................................................................................15
11 REFERENCE.................................................................................................................15
12 Author Profile.................................................................................................................18
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1.1 ABSTRACT
ACHIEVING DELIVERY EXCELLENCE
Practice leads to perfection and consistency brings stability. Perfection and
consistency will ensure Quality. Will quality ensure Excellence? It is difficult to
say ‘yes’ because quality means “Good” and excellence means “Extremely
Good”. So Delivery Excellence means much more than Quality.
Delivery Excellence is the keyword and a critical factor for achieving success. If
we closely look at the product and service industry, organizations are keeping
“Delivery Excellence” as part of organization goal and hence they are searching
an answer for the question “How to achieve Delivery Excellence?”
The only way organizations can be driven to achieve excellence is by keeping an
eye on competition and world best practice in all aspects of the business
(Bendell et. all, 1998). Several researchers (Pinto & Slevin, 1987 and 1988),
(Pinto and. Kharbanda, 1995) have identified the project success factors (Refer
Table-1). Similarly critical success factors that ensure “Delivery Excellence”
should be identified.
Based on the current project management scenarios and the research data (refer
Table-1), we have further analyzed and identified the set of critical factors (Refer
Table-2) and techniques (refer table-4) that predominantly ensure “Delivery
Excellence”.
Delivery Excellence techniques have already been implemented companies like
Apple and Godrej. These companies achieved the highest level of success.
Innovation co-creation is one of the techniques helped them to achieve delivery
excellence. “The Power of Co-Creation” author Venkat Ramasamy has described
how organizations could turn around their business from a low margin to high
margin and loss making to profit making organization.
So this document will discuss about the best practices, tools and techniques
available for “Achieving Delivery Excellence”.
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2 KEYWORDS
Delivery Excellence, Project Success, Techniques, Innovation
3 EXCUTIVE SUMMARY
ACHIEVING DELIVERY EXCELLENCE
Excellence is the quality of being outstanding or extremely good. This is the
definition from dictionary. Delivery Excellence of an organization is the quality of
delivering outstanding or extremely good deliverables.
Quality means “Good” but excellence means “Extremely Good”. Delivery
Excellence means much more than achieving Quality. So Delivery Excellence is
much more than delivering projects within cost, time, effort or reducing defects or
merely meeting expectations or reducing complaints. Nevertheless, these factors
are critical for project management success but Delivery Excellence is crucial for
project success. Project Success ensures Organizations success. Net effect
“Delivery Excellence” ensures Organization success.
Project Management
Project Success Organization Success
Success
Delivery Excellence
So today, organizations are investing in innovations and new initiatives to
achieve “Delivery Excellence” and most of them are searching an answer for the
question “How to achieve Delivery Excellence?” Apple is the best example to
know about “achieving Delivery Excellence”. Apple delivered much more than
product quality by bringing rich user experience features in iPods through
innovation co-creation with customer which brought them breakaway success.
Sony products are famous for their quality but today Apple products are the most
preferred. How can Apple compete with Sony – a market leader and gadgets
giant? The logic is simple; Apple has the “Delivery Excellence” capability which
has the power to go beyond Sony’s Quality.
It is not companies like Apple can achieve excellence or companies from Japan
or USA can achieve excellence. Excellence can be achieved irrespective of the
sector and country. After all excellence is a habit not an activity. “Super 30” of
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Anand Kumar from Bihar, India is a great example for delivery excellence. By
2011, 236 of the 270 had made it to IITs and Discovery Channel showcased his
work in a documentary. Today Japanese “famous for Quality” are coming all the
way from Japan to meet Anand Kumar and learn the delivery excellence
techniques.
So it is natural for organizations to learn “Delivery Excellence” techniques and
move from the tag of “traditional organization” to “delivery excellence
organization”. Hence this paper explores the new tools and techniques for
“Achieving Delivery Excellence”.
4 QUALITY JOURNEY
FROM QUALITY TO EXCELLENCE
Japanese equipment is very good, very accurate, and very well maintained. In
the 1950s and 1960s, Japanese goods were synonymous with cheapness and
low quality, but over time its quality initiatives began to be successful. Fig-1
shows Japan’s quality journey from 1950 to till date.
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Fig: 1: Quality Journey
Quality
SPC
TQM
SQC
2000
QM 1980
QM: Quality Management SQC: Statistical Quality Control
1960
TQM: Total Quality Management SPC: Statistical Process Control
1950
Period in Year
Japan has been dominating in implementing the quality processes and
procedures that provide them the highest quality and reliability in today's
electronics markets. How Japan has taken lead in quality initiatives? Japanese
companies have invested their time, effort and cost heavily on quality initiatives
which brought them quality tools and quality gurus like Deming, Juran, Ishikawa,
Keizan.
As Japan continuously worked on quality initiatives, they could reach a matured
level in quality and thereby their products are extremely good and reliable. Their
investments are giving returns today.
How Japanese achieved quality in their products starting from small products like
calculators, music players and TV to big motor bikes and cars? Accordingly, it is
the time for the industry to go beyond Quality that is excellence. In project
management, it is Delivery Excellence.
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5 JOURNEY TO EXCELLENCE
WHY DELIVERY EXCELLENCE?
When products have the desired quality then why delivery excellence? Is it really
a matter for high quality product organizations to go for delivery excellence? It is
a trivial question but one of the Japanese Organization has seen the answer for
this question when their leading electronics product “walkman” has to be phased-
out when Apple’s iPod came into the market. Though walkman is the highest
quality product, it lost its position completely against Apple’s iPod. So what is the
ground reality here? That fact is delivery excellence, which can go beyond the
quality. During this period companies started looking for something beyond
quality. From that time onwards movements started for “Achieving Excellence” in
one or another forum:
Tom Peters and Robert Waterman were deeply involved in the movement and
came out with the landmark book “In Search of Excellence”. They mentioned that
organizations in every imaginable area of business, government and the social
sector have been restlessly seeking the formula for success. The “excellence
movement” created an appetite for management systems but still searching the
process for achieving excellence.
Success of the project is no more depending on triple (Ref. Fig-2) constraint
(Shenhar et al., 2002).
Fig-2: Triple Constraint - Triangle Model Fig-3: NTCP – Diamond Model
TIME
COST SCOPE
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Shenhar et al. have been reinventing project management and identified a new
NTCP diamond model which talks about adaptive project management more
than triple constraints. Over the years, following “movements” have started and
took center stage, attracted their share of advocates and practitioners but still in
evaluation stage for achieving delivery excellence.
1. Factors ensure Project Management Success – Cost, Scope, Time,
Quality (triangle model)
2. Factors ensure Project Success – Customer Satisfaction (diamond
model)
3. Factors ensure Organization Success – Delivery Excellence (circle
model)
6 CRITICAL SUCCESS FACTORS
FACTORS ENSURE PROJECT SUCCESS & DELIVERY
EXCELLENCE
Sydney Opera House is one of the typical
examples of Project Success but Project
Management failure. As for as project
management success it had 1500% over budget
and 250% time overrun however in terms of
Project Success Sydney Opera House turned to
be an amazing success project. So project
success and project management success should be distinguished clearly and
defined accurately. Since 1980, many researches have been done and identified
different set of critical success factors. As per G.U. Prabhkar (2008) “the only
agreement seems to be the disagreement on what constitutes project success”.
Researchers like Pinto & Slevin (1989), Chua et al (1999), PMI (2004), Turner &
Muller (2007), Walker et al (2004), Hyvari (2006), Khang & Moe (2008) have
identified the critical success factors (Refer Table-1) that significantly determine
project management success.
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Table-1: Project Success Factors
Based on the research data, analyzed and identified the below set of critical
factors and criteria that predominantly ensure “Delivery Excellence” refer Table-
2.
Table-2: Delivery Excellence Factors
Delivery Excellence Score
Performance Benchmark
Critical Factors ensure Card
Sl. No.
Delivery Excellence Performanc Projec BU MindTree Industry Competitor
Planned Actual
e t Level Level Level Level Level
Customer Satisfaction
1 100+%
Level
Employee Satisfaction
2 100+%
Level
Business/ Revenue
3 100+%
Growth
4 Effort Variance 100+%
5 Schedule Variance 100+%
6 Review Effectiveness 100+%
7 Defect Density 100+%
Business / Increase
8 100+%
Profit
Best Practices /
9 100+%
Innovation
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7 KEY METRICS & MEASUREMENT
MONITOR AND TRACK KEY DELIVERY EXCELLENCE
METRICS
Managing critical factors is part of
the process of achieving Delivery
Excellence. As per Quality
Management System, without
measurement things cannot be
managed. So Project Success and
Delivery Excellence critical success factors should be measured, monitored and
tracked. Following table shows the list of metrics to be measured and monitored
through productivity tools and measurement system.
As discussed in the Journey to Excellence section, metrics collection also can be
done at different level. Representatives from Project Management, Project and
Organization are responsible for collecting the metrics at each level. Table-3
represents the metrics related to Delivery Excellence. Delivery manager and
Senior Management members are responsible for Project and Organization level
metrics.
Table-3: Key Metrics List
Long Term Short Term Measures Target
Increase Revenue Revenue growth % Increase
Financial % Increase
Increase Customers Number of Customers
Growth
Innovation: % of revenue from new
Increase Projects % Increase
projects
Increase Satisfaction Customer Satisfaction Level % Increase
Increase Referrals Frequency of referral % Increase
Customer
Satisfaction # of project managed triple
Increase Confidence % Increase
constraints within threshold limits
Improve Relationship # of commitment/milestone missed % Reduction
Increase Core Skills Training % Increase
Learning &
Growth Increase Systems
% Unavailable % Reduction
Availability
Increase Review
Review Efficiency % Increase
Efficiency
Internal Reduce Escalations Number of Escalations % Reduction
Business Reduce Cycle Time Cycle Time % Reduction
Process and
Employee Turnover Reduce Attrition % Reduction
Quality
Reduce Defects Defect Density % Reduction
Reduce Costs Waste, Rework, Warranty Costs % Reduction
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Above list of metrics are indicative and Organization can have a modified version
of metrics list based on their project and business model. Typically organization
can have a Balanced Score Card with above metrics. Delivery Excellence team
members should evaluate Organization project performance against industry
bench mark data for scoring. Teams exceeding the bench mark performance are
eligible for getting the “Seal of Delivery Excellence”
8 WAY TO DELIVERY EXCELLENCE
TOOLS & TECHNIQUES TO ACHIEVE DELIVERY
EXCELLENCE
Munns & Bjerimi (1996) identified and shared the
distinction between project success and
project management success. This
differentiation helped project managers
to identify the focus area and achieve
success. Similarly, the distinction
between achieving Quality and
achieving Excellence should be
identified.
Apple is one of the organizations, who achieved Delivery Excellence by their
breakthrough innovation of iPods. Apart from western countries, In India, Godrej
has introduced a new Refrigerator with radio. This innovation has helped them
achieving 150% revenue growth. Here Godrej has been relying on innovation to
overcome the large multinational competitions in consumer durable market.
Many more examples and case studies can be discussed but the inference is the
same, there is a gap between the traditional way of achieving quality and
excellence way of achieving Delivery Excellence.
Based on the industry experience, identified certain initiatives for moving
organizations from their traditional ways to excellence ways. Following are the
high level list of transformational initiatives to be performed for achieving Delivery
Excellence. Gold and Diamonds are glittering after going through different paths
and changes. Organizations also need to take initiative to go through the
different transformation process.
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Table-4: List of Initiatives
MOVE FROM
MOVE TO EXCELLENCE WAYS ACHIEVEMENT AREAS
TRADITIONAL WAYS
Individual Co-Creation Innovation
Skill assessment, Interview,
Manual Process Automation Process
Project health, Revenue goals
Reactive Model Predictive Model
High Matured organization
Supply on Demand Predict Demand and Supply
Conservative/Delayed Open & Confident Culture,
Transparent/Quick Communication
Communication Creative environment
Quantitative Process (ensure to keep Certified team manages critical
Qualitative Process
certified Developers/PMs) projects better than others
Taking ownership to achieve
Ability Responsibility
Goals and Objectives
Refer best practices and lesson learnt Save TIME, COST and Show
Re-Invent & Re-Create
and Re-Use value addition to customers
Wait for Survey report Predict Customer Satisfaction Capability and Maturity
Resource Pool Competency Development Centre Right Talents Availability
9 DELIVERY EXCELLENCE
BENEFITS OF ACHIVING DELIVERY EXCELLENCE
Organizations with Delivery
Excellence capability can reap
many benefits from all angles.
Partial list of benefits includes
increase revenue, improve
performance, increase productivity
and reduce cost & time.
Unlike Quality Management, benefit of Delivery Excellence goes beyond project
management level, project Level and organization level. It also spreads across
present and future time period. Particularly it helps future growth of the
organization. Benefits achieved through innovations and different initiatives will
continue beyond the project level and will help organization growth. Partial list of
Delivery Excellence key benefits are as follows.
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Project Management Level Project Level Organization Level
On Time Customer Satisfaction Add new customers
On Budget Employee satisfaction Reduce Attrition
On Effort Meet Revenue Goals Improve Profit
Meet Quality goals Improve Productivity Reduce Cost & Time
For more clarity, Delivery Excellence benefits highlighted in Figure-4 as a
calculated comparison view between two scenarios where one is before
implementing Delivery Excellence Group and the next is after implementing
Delivery Excellence Group in an IT Service organization.
Fig-4: Delivery Excellence Benefits Chart
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10 CONCLUSION
SEAL OF DELIVERY EXCELLENCE
Organizations have to encourage
innovations and motivate employees
to implement new initiatives for
achieving Delivery Excellence apart
from monitoring and tracking the
delivery excellence key factors.
Organization can effectively
implement Delivery initiatives by
including subject matter experts to implement the process and award “Seal of
Delivery Excellence” to eligible projects. This process should encourage teams to
go for excellence, identify the innovations and share with internal and external
groups like Baldrige in USA, a National Program for encouraging Performance
Excellence.
Achieving Excellence process should be simple, so that everyone can achieve
excellence. In such case, better to know, “what is Excellence?” Is it like climbing
the Mount Everest or winning a medal in Olympic Games? How can everyone
achieve? Lior Arussy, the author of the book “Excellence Every Day” says
“equating excellence with heroism not only demotivates but also
discourages”. So the conclusion here is to change the mindset after all
“excellence is a habit not a heroic activity”.
“Everyone” is capable of achieving excellence in an organization by meeting or
exceeding stakeholder expectations. Stakeholder means not necessarily limiting
to customers; it can be internal or external team members.
Finally, achieving excellence should be a Daily Goal. Collective effort on the daily
goal across the organization will ensure “Delivery Excellence”.
11 REFERENCE
Azim Premji - (2005), Achieving global excellence through IT, Web Ref.
http://www.grass-roots.in/cache/index.php/1231
Basil Vandegriend – (2007), Achieving Excellence in Software Development,
web ref.
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http://www.basilv.com/psd/blog/2007/achieving-excellence-in-software-
development
BIS – Bureau of Indian Standards (1991), “Performance Criteria” for Rajiv
Gandhi National Quality Award
http://www.apeda.gov.in/apedawebsite/Announcements/Rajiv_Gandhi_Nat
ional_Quality_Award.pdf
BNQP— Baldrige National Quality Program – (2002) “Criteria for Performance
Excellence”
U.S. Department of Comme – National Institute of Standards and Technology
Retrieved from the World Wide Web: www.quality.nist.gov/bcpg.pdf.htm
Cesare Zanasi and Cosimo Rota - (2003) “Project Success Factors”, Reference
from web
http://centmapress.ilb.uni-
bonn.de/ojs/index.php/proceedings/article/viewFile/45/43
Donald Chrusciel and Dr. Dennis W.- (2003) Field "From Critical Success
Factors into Criteria for
Performance Excellence” (Vol. 19-4, Aug 2003)
http://atmae.org/jit/Articles/chrusciel073003.pdf
Guru Prakash Prabhakar Bristol Business School, University of the West of
England, “What is Project
Success: A Literature Review” International Journal of Business and
Management September, 2008
Harry V. Roberts, Bernard F. Sergesketter – (1993) “Quality is Personal” – A
Foundation for
Total Quality Management, The Free Press, NY, USA
History of Japanese Quality Movement, web ref.
http://www.wtec.org/loyola/ep/c6s1.htm
Japan celebrates Super 30 success - Giridhar Jha - 22 Jun, 2011 Web Ref.
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http://in.education.yahoo.com/news/yedumailtoday/japan-celebrates-super-30-
success-20110622
Lior Arussy - (2008), Excellence Every Day, Make the Daily Choice - Inspire Your
Employees and Amaze
Your Customers, Printed in NY, USA. Pp. 143-153.
Murali Chemuturi and Thomas M. Cagley, JR. – (2010), Mastering Software
Project Management,
Best Practices, Tools and Techniques, J. Ross Publishing, FL, USA
NTCP Diamond Model (SHENHAR, A.J., DVIR, D. 2004) web reference:
http://giorgiomartorell.blogspot.com/2010/08/ntcp-model.html
Singapore Government’s “Managing for Excellence” in CPIB
CPIB - Corrupt Practices Investigation Bureau,
http://app.cpib.gov.sg/cpib_new/user/default.aspx?pgID=159
Super 30 - Anand Kumar, web reference:
http://en.wikipedia.org/wiki/Anand_Kumar
Vasanthi Perumal, Abu Hassan Abu Bakar, Arman Abd Razak, Shardy Abdullah,
Aidah Awang – (2010)
“Critical success factors for sustainable housing: a framework from the project
management view”
Asian Journal of Management research, University Sains Malaysia, Pulau
Pinang, Malaysia
Web Ref. http://ipublishing.co.in/ajmrvol1no1/EIJMRS1007.pdf
Venkat Ramasamy., Francis Gouillaet (2010): “The Power of Co-Creation”, Build
it with them to boost growth, productivity, and Profits. Free press, NY.USA Pp.
38-39
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12 Author Profile
Peter has 18+ years of experience in information technology progressing
from development, project management and program management. He is
currently working with MindTree, Bangalore as Associate Director.
Peter is a certified Project Management Professional (PMP) from PMI,
USA. He has experience in developing project management tools and
identifying techniques to improve overall performance and productivity.
His area of focus is achieving Delivery Excellence by using the right Tools
and Techniques.
John has done degree from Thyagarajar College of Engineering, Madurai
and MS from BITS, Pilani.
johnpeter_devesahayam@mindtree.com
peter2pmp@yahoo.com
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