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The Decision Analysis and Resolution (DAR) process is used to formally evaluate alternatives for significant decisions using established criteria. It involves identifying stakeholders, gathering input on alternatives and criteria, evaluating alternatives using ranking/scoring methods, selecting solutions, and conducting a post-mortem. The DAR process aims to make objective, evidence-based decisions in a structured manner. Roles like the program manager, team lead, and members are assigned to carry out tasks like planning the DAR, evaluating alternatives, and documenting the results.
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Decision-making is the process of selecting a course of action from alternatives to achieve desired goals. It involves identifying problems, gathering information, developing alternatives, evaluating alternatives based on criteria, and implementing a solution. Effective decision-making requires accuracy, considering the environment, timely decisions, communicating decisions, participative decision-making, and implementing decisions. It plays an important role in management. Challenges can include incomplete information, an unsupportive environment, lack of acceptance by others, ineffective communication, and incorrect timing.
Tools for decision making (Brian Haff) ProductCamp Boston 2014
We've all made rational decisions and forecasts based on individually analyzing the best available data. But there are many other aspects of decision making. This session will examine some of those. When can groups of non-expert individuals beat some of the best experts? What are some of the common biases that cause ordinary people to make decisions differently from those that they "should" make. Can you take advantage of the ways other makes decisions or is this unwarranted manipulation?
Planning and Decision Making process
This document provides an overview of strategic planning and decision-making processes for organizations. It discusses strategic management, organizational goals and plans, the planning process, management by objectives (MBO), and SWOT analysis. Some key points covered include:
- Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives.
- Organizations establish strategic, tactical, and operational goals and plans at different levels. Strategic plans outline long-term decisions, tactical plans implement strategic plans, and operational plans focus on short-term goals.
- The planning process involves establishing objectives, developing premises, evaluating alternatives, selecting a course of action, and developing derivative plans.
- M
7 steps to master problem solving
This document outlines a 7-step approach to problem solving that includes defining the problem, building an issue tree, writing a storyline and ghost pack, developing a workplan, gathering and analyzing data, synthesizing findings, and building commitment. It provides tips for each step, such as ensuring problem statements are specific and actionable, breaking problems into component parts, using frameworks to guide analysis, and validating findings. The goal is to take a hypothesis-driven, iterative approach to problem solving through engagement with clients, stakeholders, and experts.
Problem solving & decision making
The document outlines two processes - problem solving and decision making. For problem solving, it recommends defining the problem clearly, considering if it is a symptom of a larger issue. It advises starting with simple solutions, brainstorming all possible solutions, and implementing and monitoring progress of the chosen solution. For decision making, it lists seven steps - identifying the decision, gathering relevant information, identifying alternatives, weighing evidence, choosing an alternative, taking action, and reviewing the decision and consequences. It also provides some points to remember about decision making - that decisions can change, there are rarely completely right or wrong choices, and the outcome is not fully within one's control.
Intro to pharmacoeconomics
This document provides an introduction to pharmacoeconomics. It defines key terms like health economics and pharmacoeconomics. It explains that pharmacoeconomics evaluates the costs and consequences of pharmaceutical products and aids decision making by balancing clinical and economic factors. The document also outlines different types of economic evaluations like cost-benefit analysis and cost-effectiveness analysis that are tools in pharmacoeconomics. It emphasizes the need to consider both costs and outcomes to avoid misleading conclusions.
Decision making and problem solving
Decision making involves choosing between alternatives and reaching a judgment or opinion. It is a cognitive process that includes considering options and making a choice. The decision making process involves defining the problem, analyzing it, generating possible solutions, analyzing the solutions, selecting the best option, and planning the next steps. Problem solving is related and involves working through the details of an issue to find a resolution. It follows a similar process of identifying issues, understanding interests, listing options, evaluating options, selecting an option, documenting agreements, and planning for contingencies. The key elements of decision making include understanding who is affected by the problem, setting the agenda, considering rationales, determining the scope and seriousness, using technical aids, implementing the outcome.
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Tools for decision making (Brian Haff) ProductCamp Boston 2014
Tools for decision making (Brian Haff) ProductCamp Boston 2014
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Define
The document outlines the stages of the Define Measure Analyze Design Verify (DMADV) methodology for Design for Six Sigma (DFSS) projects. It describes the key deliverables and activities for each stage, including developing a project charter, communication plan, risk assessment, measuring customer needs, analyzing requirements, designing and verifying the product or process. It also discusses some variations of the DFSS methodology such as adding an optimization stage or changing the order of steps.
Running head TECHNOLOGY EVALUATION .docx
Running head: TECHNOLOGY EVALUATION 1
TECHNOLOGY EVALUATION 2
Technology Evaluation
Student’s Name
Institutional Affiliation
Background
In 2004, the MITRE Intelligence Community Test and Integration Center in GO24 started to develop Standardized Technical Evaluation Process (STEP), with the aim of tracing previous assessment work and make sure there are superior, objective and reliable in future appraisals. From that time, Standardized Technical Evaluation Process (STEP) has grown by leaps and bounds in GO24 and GO25, GO27 as well as in G151 assessment tasks. Standardized Technical Evaluation Process’s (STEP) four stages follow a familiar structure for carrying out technological assessment. During the development and refining of Standardized Technical Evaluation Process (STEP), different resources and subject matter professionals were conducted both within and outside MITRE to have a broader understanding of assessment performance as well as theory. The workflow and method of Standardized Technical Evaluation Process (STEP) includes many of these practices and their recommendations.
MITRE carries out several technological appraisals meant for its sponsors every year. The appraisals have taken place for some time involving a number of products and technologies. To keep up with the dynamic technology and the requirements of the sponsors, the team needs a well-defined appraisal process that is cost-effective, repeatable and as fair as possible. Below are the benefits that accrue to adhering to a standardized, cost effective process;
· Reliability and better traceability through permanent steps and deliverables.
· Better effectiveness resulting in little effort needed for every assessment.
· Secure and repeatable outcomes.
· Improved communication within and among the assessment teams.
· Assessment that are comparable and can also be shared easily throughout the sponsor foundation.
· Provides a chance to develop leadership and file the lessons-learned for future appraisal.
Intended Audience
The Standardized Technical Evaluation Process is meant for MITRE programs leads and engineers carrying out technological assessments of one or more products, and is suitable for both experienced and in-experienced evaluators. The Standardized Technical Evaluation Process is also suitable for any software or data technology assessment, irrespective of the fact that it is meant for various GO24 security tool assessment (Sarah, 2007). Due to the tendency of evaluations to differ extensively in size and range, the Standardized Technical Evaluation Process offers alternatives for the evaluation teams that perfo ...
Remade Slides.pptx
The document provides details of a training program for PMS users including:
- The program will train 200-300 staff in batches of 40-50 over 2 days in 4 regions of India totaling 200-300 trainees and 16-24 training days.
It then outlines the project management lifecycle with phases for initiating, planning, executing, controlling and closing a project.
Finally, it includes a responsibility assignment matrix mapping the roles of project leadership, team members and other resources to key activities in each project phase.
Value of software testing
Software Testing adds organizational value in quantitative and qualitative ways. Successful organizations recognize the importance of quality. Establishing a quality-oriented mindset is the responsibility of business leadership.
Ch 4 components of the sqa system
This document discusses software quality assurance (SQA) systems. It describes six main components of an SQA system: pre-project, project life cycle, infrastructure for error prevention/improvement, management, standards/certification/assessment, and organization. It also discusses SQA considerations like software complexity, classification of SQA components, and factors to consider when constructing an organization's SQA system.
General checklist for the development project
The document provides a checklist of general activities to consider for a development project. It notes that not all activities will apply to every project and some customization is needed. It includes sections on understanding customer expectations, defining the project scope, initiating the project, setting up infrastructure and standards, establishing the project team, and determining communication approaches. The checklist is intended to help project managers identify relevant and applicable items for their specific project.
Introduction to six sigma (www.gotoaims.com)
This document provides an introduction and overview of Six Sigma, including:
- Six Sigma aims to achieve near perfection in processes by reducing defects to 3.4 defects per million opportunities.
- It was developed by Motorola in the 1980s and is a data-driven means of improving processes and reducing defects.
- Key aspects of Six Sigma include defining problems, measuring processes, analyzing data, improving processes, and controlling performance.
Quality management procedures
This document provides information about quality management procedures including forms, tools, and strategies. It discusses the purpose and requirements of quality management procedures such as having quality objectives and using procedures/deliverables like a project management plan, communication management procedure, risk management procedure, and checklists. Quality management tools explained include check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Other related topics like quality management systems and standards are also listed.
PMBOK 5th Planning Process Group Part One
The Planning Process Group involves defining the strategy and tactics to successfully complete a project. It includes processes like developing the project management plan, collecting requirements, defining the scope, and creating the work breakdown structure (WBS). The key outputs are the project management plan, requirements documentation, scope statement, and WBS. These outputs establish the total scope of work and provide a framework for planning, executing, and controlling the project.
Profolio
The document discusses various tools used for Corrective and Preventive Actions (CAPA), including DMAIC, Rubric, 8D, and DFSS. DMAIC is a five-step process for problem solving: Define, Measure, Analyze, Improve, Control. It involves defining problems, collecting data, analyzing causes, improving solutions, and controlling to prevent recurrence. Other tools discussed provide frameworks for investigating problems, finding root causes, and verifying solutions.
Project-Improvement-Story-Roadmap-DMAIC-2018-for-students.pptx
The team utilized the 5-step DMAIC process to improve an issue within their organization. In the Define step, they identified stakeholders and their needs, confirmed alignment to key performance indicators, created a theme statement and indicator, determined the cost of poor quality, and obtained sponsor sign-off. In Measure, they developed data collection tools, identified the significant problem via Pareto analysis, set an improvement target, and created a problem statement. During Analyze, root causes were identified using cause-and-effect analysis and verified with statistical tools. In Improve, countermeasures were selected, an action plan was created, and a pilot project was conducted to test solutions. Finally, in Control confirmation of results was shown, improvements were
D09 Recognize and Overcome Resistance
The document defines the key deliverables and tasks for a Six Sigma project, including defining customer needs, project boundaries and value, and developing a project management plan. It discusses developing a communication plan, timeline, and gaining team consensus for the project plan. It also covers assessing project support through stakeholder analysis, recognizing resistance, and developing influence strategies.
D09 Recognize and Overcome Resistance
The document defines the key deliverables and tasks for a Six Sigma project, including defining customer needs, project boundaries and value, and developing a project management plan. It discusses developing a communication plan, timeline, and gaining team consensus for the project plan. It also covers assessing project support through stakeholder analysis, influence strategies, and addressing resistance from different personality types on the project team.
Asq toronto10 jan2007effectcorraction
The document discusses effective corrective action programs. It defines a corrective action program as a process that manages various inputs like non-conformances, audits, and complaints. It also manages resources to provide training on techniques like team problem solving. The ideal program applies a problem solving method like 8D across the organization and continuously improves by learning from results and implementing preventative actions.
Rational Unified Process(Rup)
The document summarizes the nine disciplines of the Rational Unified Process (RUP):
1) The Business Modeling Discipline involves understanding the business and domain model.
2) The Requirements Discipline involves eliciting, documenting, and agreeing on system requirements.
3) The Analysis and Design Discipline involves analyzing requirements and designing the system architecture and components.
4) The Implementation Discipline involves transforming the design into code and unit testing.
5) The Test Discipline involves defining and executing test plans and cases.
6) The Deployment Discipline involves planning and executing the system deployment.
7) The Configuration and Change Management Discipline involves managing versions and changes
Project delivery standardization framework innovate vancouver
Redefining best practices, processes, and standards for project delivery?
Innovate Vancouver can help
Travis Barker, MPA GCPM
Consulting@innovatevancouver.org
Process mapping
The document provides an overview of process mapping and process improvement. It outlines a three-step framework - Analyze, Design, Implement. The Analyze step is described in detail and includes defining the problem, determining scope, collecting information through interviews and workshops, and documenting findings. Key aspects of process mapping like roles/responsibilities and flow are also outlined. The overall goal is to establish a clear understanding of the current process as a foundation for future improvements.
Name of ProjectStudent NameIndependent Research Projec.docx
Name of Project
Student Name
Independent Research Project
Project OverviewProject scopeProject management approach (AGILE, waterfall, etc)Major milestonesMajor deliverablesMajor risksHow could the project portfolio process be improved?MilestoneDescriptionDate
Strategic AlignmentDescribe which tools / processes were used and whyStrategic management processProject portfolio managementFinancial criteriaNon-financial criteriaProject screening matrixMajor project proposal formRisk analysis formProject screening processPriority analysis formProject priority matrixDid the needs / market analysis / business case identify all the project deliverables that the project eventually produced?How could the project portfolio process be improved?
Example below
Requirements ManagementRequirements management approachRequirements prioritization processProduct metricsCostQualityPerformanceHow accurate were the requirements?How could the requirements management process have been improved?Requirement InformationRelationship TraceabilityIDRequirementPriorityCategorySourceRelates to ObjectiveManifests in WBS DeliverableVerificationValidation
Scope ManagementInsert WBS (Tree format)Scope management approachRoles and responsibilitiesScope definitionProject scope statementScope verificationScope controlHow could the scope management process have been improved?
Risk ManagementInsert completed risk severity matrix
Discuss which tools used and whyRisk event graph (p 198)Risk management process (p 199)Risk breakdown structure (p 200)Defined conditions for impact scales (p 203)Risk assessment form (p 203)Risk severity matrix (p 204)Risk response matrix (p 209)Change control process (p 216)Sample change request (p 217)PERT (p 227)Quantitative risk analysisQualitative risk analysisSWOTRisk probability and impact assessment
ScheduleDiscuss the approach / process of analyzing:activity sequencesDurationsresource requirementsschedule constraintsWhat changes were made to the original baseline?How did this affect the project and what did you do to resolve?
Insert your project schedule
Cost Management
Discuss how project costs were measuredSVCVSPICPICost variance response processReporting and variance response processHow could the estimating process have been improved?
EstimatingInsert high level budget
Major cost element: $xxx,xxx.xx
Major cost element $xxx,xxx.xx
Major cost element $xxx,xxx.xx
Risk reserve $xx,xxx.xx
Total Project Cost $xxx,xxx.xx
Management Reserve $x,xxx.xx
Discuss which tools were used and whyTop DownConsensus method (p 123)Ratio method (p 124)Apportion method (p 124)Function point method (p 125)Learning curves (p 126)Bottoms up Template (p 127)Parametric procedures (p 127)Detailed estimates (p 127)Expert judgementAnalogous estimatingParametric estimatingBottom up estimatingThree point estimates (PERT)Reserve analysisPhase estimating (p 128-129)How accurate were the estimates?How could the estima.
Pm Communication Reporting
The document discusses communication and reporting in project management. It provides templates and guidelines for project status reports, meeting agendas, presentations, and software reviews. The key aspects covered are:
- Setting agendas for status meetings with items like action items, change requests, and meeting summaries.
- Best practices for effective presentations including clear structure, supporting ideas, and handling questions.
- Roles and guidelines for different types of software reviews including management reviews, technical reviews, inspections, and walkthroughs. The reviews follow standard processes and produce reports on findings.
Basic Six Sigma Presentation
The document provides an overview of Six Sigma, including:
1) It defines Six Sigma as a methodology for continuous improvement and creating high quality products and processes using statistical tools.
2) It discusses the origins and growth of Six Sigma at Motorola and GE in the 1980s-1990s.
3) It describes the DMAIC methodology used for process improvement projects and the roles of Master Black Belts, Black Belts, and Green Belts in a Six Sigma organization.
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Project delivery standardization framework innovate vancouver
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Name of ProjectStudent NameIndependent Research Projec.docx
Name of ProjectStudent NameIndependent Research Projec.docx
Dar Training
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- 14. Process Workflow