Deborah Kelly has over 20 years of experience in project management, process improvement, and quality assurance. She currently works as a Business Consultant at Humana, where she manages relationships with third-party healthcare exchanges. Previously, she led various process improvement projects at Humana and General Electric, developing and implementing new procedures to increase compliance, efficiency, and customer satisfaction. She holds multiple certifications in project management, Lean Six Sigma, and quality systems.
Whitepaper Business Performance Measurement For SuccessAlan McSweeney
This document discusses implementing an effective business performance measurement (BPM) framework. It begins by noting that there is often a gap between the theory of BPM and its practical measurement and implementation. The key is to start by closing this information gap.
It then outlines a BPM framework including defining key performance indicators, collecting underlying operational data, analyzing data in a data warehouse, and presenting metrics and reports. Both business and IT need to work together to define measures, collect and analyze data, and ensure the results are used for action.
With the right collaborative approach, a BPM framework can deliver real benefits like improved decision making, integrity of information, and efficiency. However, success requires addressing practical challenges and gaining
The document discusses the dimensions of business process change. It provides an overview of business process management (BPM), including that BPM is a management discipline focused on managing end-to-end business processes. It also discusses that technology plays an important supporting role in BPM initiatives. The document outlines different levels of process change and transformation, from incremental improvements to full redesign.
Emma Watson is an experienced IT professional seeking a leadership role managing a team of solution architects. She has over 15 years of experience in various IT roles, demonstrating strong technical skills as well as abilities in project management, team leadership, change management, and strategic planning. Prior feedback from managers and clients praised her technical expertise, leadership skills, and ability to achieve results on time and under budget.
Transition, Transformation, Program, PMBOK, Prince 2, Roles & Responsibilities, Stakeholder Communication / Relationship Building, Assessment, As Is ~ To Be
This document provides an overview of business process reengineering (BPR). It discusses BPR as fundamentally rethinking and redesigning processes to dramatically improve performance metrics like cost, quality and speed. Six key principles of BPR are outlined, along with the typical steps of selecting processes and teams, understanding the current process, developing a new vision, identifying an action plan, and executing that plan. Phases of a BPR project and examples of organizations that have implemented BPR are also summarized.
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
Measuring Process Maturity: The Business Process Maturity ModelNathaniel Palmer
The document summarizes the Business Process Maturity Model (BPMM) which is used to assess an organization's process maturity. It discusses the five levels of the BPMM framework - initial/ad hoc, managed, standardized, predictable, and innovating. Higher maturity levels are associated with improved organizational performance, reduced rework, increased productivity and benefits. The BPMM provides a structured approach for organizations to measure, improve and manage their business processes.
This document outlines key concepts related to business process reengineering (BPR). It defines BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements. The document describes the three dimensions of BPR - physical/technical, infrastructure, and value dimensions. It also lists objectives of BPR, warning signs that indicate the need for BPR, and situations where BPR can benefit an organization.
Whitepaper Business Performance Measurement For SuccessAlan McSweeney
This document discusses implementing an effective business performance measurement (BPM) framework. It begins by noting that there is often a gap between the theory of BPM and its practical measurement and implementation. The key is to start by closing this information gap.
It then outlines a BPM framework including defining key performance indicators, collecting underlying operational data, analyzing data in a data warehouse, and presenting metrics and reports. Both business and IT need to work together to define measures, collect and analyze data, and ensure the results are used for action.
With the right collaborative approach, a BPM framework can deliver real benefits like improved decision making, integrity of information, and efficiency. However, success requires addressing practical challenges and gaining
The document discusses the dimensions of business process change. It provides an overview of business process management (BPM), including that BPM is a management discipline focused on managing end-to-end business processes. It also discusses that technology plays an important supporting role in BPM initiatives. The document outlines different levels of process change and transformation, from incremental improvements to full redesign.
Emma Watson is an experienced IT professional seeking a leadership role managing a team of solution architects. She has over 15 years of experience in various IT roles, demonstrating strong technical skills as well as abilities in project management, team leadership, change management, and strategic planning. Prior feedback from managers and clients praised her technical expertise, leadership skills, and ability to achieve results on time and under budget.
Transition, Transformation, Program, PMBOK, Prince 2, Roles & Responsibilities, Stakeholder Communication / Relationship Building, Assessment, As Is ~ To Be
This document provides an overview of business process reengineering (BPR). It discusses BPR as fundamentally rethinking and redesigning processes to dramatically improve performance metrics like cost, quality and speed. Six key principles of BPR are outlined, along with the typical steps of selecting processes and teams, understanding the current process, developing a new vision, identifying an action plan, and executing that plan. Phases of a BPR project and examples of organizations that have implemented BPR are also summarized.
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
Measuring Process Maturity: The Business Process Maturity ModelNathaniel Palmer
The document summarizes the Business Process Maturity Model (BPMM) which is used to assess an organization's process maturity. It discusses the five levels of the BPMM framework - initial/ad hoc, managed, standardized, predictable, and innovating. Higher maturity levels are associated with improved organizational performance, reduced rework, increased productivity and benefits. The BPMM provides a structured approach for organizations to measure, improve and manage their business processes.
This document outlines key concepts related to business process reengineering (BPR). It defines BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements. The document describes the three dimensions of BPR - physical/technical, infrastructure, and value dimensions. It also lists objectives of BPR, warning signs that indicate the need for BPR, and situations where BPR can benefit an organization.
Bpr implementation process an analysis of key success & failure factorsSana Fatima
Summary of an article based on supply chain management related to Business Process Reeingeneering by Majed Al-Mashari and Mohamed Zairi in year 1999, published in Business Process Management
Journal,
The document discusses the need for radical or revolutionary change in organizations. It states that incremental changes will not produce the required magnitude of change to meet external challenges. A sudden, coordinated attack across processes, cognitive maps, and culture is necessary. Change is often resisted by organizations and their employees who prefer stability. Over time, rigid structures emerge that are unwilling or unable to change. Business process reengineering is presented as a management technique to implement revolutionary change through a radical redesign of core business processes. The case of Nokia undergoing radical change through a strategic partnership with Microsoft is provided as an example of such change being necessary to respond to disruption.
The document is a resume for Jamie O'Neill summarizing their experience as a senior IT leader with over 20 years of experience managing quality assurance, software development teams, and IT service delivery across multiple industries. They have a proven track record of leading teams, implementing process improvements, and successfully delivering complex projects on-time and within budget. Currently, they are a Vice President of Business Analyst Managers at Fifth Third Bank leading teams supporting commercial credit and risk businesses.
Improving Enterprise Performance using a Business Process Improvement DisciplineNathaniel Palmer
This document summarizes an initiative to improve the acquisition processes across the Federal Acquisition Service (FAS) of the U.S. General Services Administration (GSA) using business process improvement techniques. A project management team was formed to map the "as-is" acquisition processes, identify gaps, and develop improved "to-be" processes aligned with information technology systems. Common process improvement teams involving representatives from different FAS business lines were established. The goals are to streamline acquisition workflows, increase integration and data sharing between systems, and quantify benefits such as reduced cycle times and non-value added work.
Sessione 6_ Business process Management pt.1The Qube
This document discusses business process management for enterprises. It begins by outlining the ends (vision and goals) and means (mission and strategy) that an enterprise uses to achieve its objectives. It then defines key concepts like mission, strategy, goals, and how they relate to one another. The document also discusses how to develop a process architecture by decomposing processes into a hierarchy. Finally, it provides an example process architecture from a reference framework.
BPR seeks to dramatically improve processes through radical redesign based on a focus on customers and outcomes. It examines processes from a global perspective to remove activities that do not create value for the end customer. Successful BPR requires selecting the appropriate process, appointing a cross-functional team, understanding the as-is process, developing and communicating a vision for change, and identifying an action plan supported by integrated information technology solutions. Common challenges include a lack of commitment to change, focusing on existing processes rather than rethinking from first principles, and poor planning and resource allocation for implementation.
Business process reengineering final 12 july 2017 bcs admn academy (1)Shamsul Arefin
This document discusses business process re-engineering (BPR) and its role in enabling corruption-free and quality service delivery by civil servants. It notes that BPR involves analyzing and redesigning organizational workflows and processes to achieve dramatic improvements in areas like cost, quality, service and speed. The document outlines some of the root causes of poor service delivery like process and delivery channel problems. It also discusses the goals of BPR as making services more customer-friendly, effective and efficient. International examples of successful BPR implementations in countries like the UK, Australia and Ireland are provided.
The document discusses business process reengineering (BPR). It defines BPR and outlines its importance in improving organizational effectiveness, efficiency and competitiveness through radical redesign of processes. The document also describes the impact of BPR on an organization's structure, roles and relationships. It then covers the typical steps to implement BPR and some common challenges faced in the process. Finally, it presents a case study of how a US-based consulting firm successfully implemented BPR to reduce overhead costs.
This document outlines the key aspects of business process reengineering (BPR). It discusses BPR symbols and rules for documenting processes. It also covers understanding and implementing a BPR strategy, including selecting processes and teams, developing a vision, identifying action plans, and common challenges. The goal of BPR is to fundamentally redesign processes to dramatically improve performance metrics like cost, quality, and speed. Information technology can help implement new business processes.
Business process reengineering (BPR) seeks radical improvements in key measures like cost, quality, service and speed through fundamental rethinking and redesign of core business processes. It aims for more dramatic change than total quality management or just-in-time approaches through strategic process orientation. BPR is influenced by technology, strategy, customer needs and organizational change. Information technology, in particular, enables new forms of collaboration and centralized/decentralized working. The key steps of BPR include selecting processes for reengineering, understanding the current process, developing a vision for improvement, creating an action plan, and executing changes.
Business process reengineering is a process that entails changing all aspects of business so as to foster improvements.This paper presents an analysis of the re-engineering process case at the IBM Credit Corporation.
Vikram V Rao is seeking a position that allows him to utilize his 9+ years of experience in IT service management. He currently works as a Problem Manager at IBM India Pvt Ltd, where he is responsible for problem management processes and root cause analysis. Previously, he worked as a Team Leader at Convergys India Services Pvt Ltd managing quality strategies and process improvement. He also has experience as a Customer Service Representative at Infosys BPO and Convergys handling technical support calls. Vikram holds an ITIL Foundation certification and Six Sigma Yellow Belt certification.
The document discusses benchmarking, which involves identifying and adapting outstanding processes from other organizations to improve performance. It defines benchmarking and describes different types, including strategic, performance, process, functional, internal, and external benchmarking. Benchmarking comparisons, frameworks, sources of information, outcomes, and industry practices are outlined. Examples are given of companies that significantly improved through benchmarking, such as Xerox increasing sales 152-328% and Marriott improving guest check-in by 500%. Best practices from highly admired companies are also discussed.
This document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical measures like cost, quality, service and speed. The document outlines the key differences between BPR and other process improvement approaches. It also describes the typical steps involved in implementing a BPR strategy, including selecting processes, understanding the current process, developing a vision for improvement, identifying an action plan, and executing the plan. Information technology is noted as an important enabler of successful BPR.
The document provides a checklist of items to ensure project execution and control. It includes questions to check that change management, communications management, contract management, financial management, issue management, implementation and transition, lessons learned, meeting management, quality assurance management, risk management, schedule and task management, staffing management, test management, training management, and status reporting processes are being followed properly. The checklist aims to help projects stay on track to meet objectives.
Business process reengineering module 1POOJA UDAYAN
Business processes are collections of activities that take inputs and create outputs of value to customers. Business process management involves modeling, automating, executing, controlling, measuring, and optimizing business processes. The goals of business process management are to improve processes, gain control over workflows, and optimize processes to create an efficient organization. Business process reengineering takes a radical approach to redesign processes from scratch in order to achieve dramatic improvements in areas like costs, quality, and cycle times.
The document provides a summary of an individual's professional experience and qualifications. It includes over 9 years of experience in project management, delivery management, and IT service delivery roles. The individual holds an engineering degree and ITIL certifications, and is currently seeking new project or delivery management assignments.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, service, and speed. It seeks to optimize intra-functional and inter-functional processes within an organization and inter-organizational processes along the entire supply chain. Successful BPR requires top management support, cross-functional process teams, and treating it as a managed project with clear communication.
Lakshmi Reddy has over 15 years of experience in quality assurance, project management, and people management for defined benefit pension plans. She has a track record of successfully managing teams, projects, budgets, and client relationships. Her skills include testing strategy, system implementation, process improvement, and developing offshore teams in India.
Derek Brown has over 16 years of experience in financial services, including 5 years in analyst roles across legacy systems, platforms, and financial crime. He has a strong track record of project management and relationship building. His experience includes designing training programs, implementing governance frameworks, and managing projects and deliverables to ensure quality standards.
Bpr implementation process an analysis of key success & failure factorsSana Fatima
Summary of an article based on supply chain management related to Business Process Reeingeneering by Majed Al-Mashari and Mohamed Zairi in year 1999, published in Business Process Management
Journal,
The document discusses the need for radical or revolutionary change in organizations. It states that incremental changes will not produce the required magnitude of change to meet external challenges. A sudden, coordinated attack across processes, cognitive maps, and culture is necessary. Change is often resisted by organizations and their employees who prefer stability. Over time, rigid structures emerge that are unwilling or unable to change. Business process reengineering is presented as a management technique to implement revolutionary change through a radical redesign of core business processes. The case of Nokia undergoing radical change through a strategic partnership with Microsoft is provided as an example of such change being necessary to respond to disruption.
The document is a resume for Jamie O'Neill summarizing their experience as a senior IT leader with over 20 years of experience managing quality assurance, software development teams, and IT service delivery across multiple industries. They have a proven track record of leading teams, implementing process improvements, and successfully delivering complex projects on-time and within budget. Currently, they are a Vice President of Business Analyst Managers at Fifth Third Bank leading teams supporting commercial credit and risk businesses.
Improving Enterprise Performance using a Business Process Improvement DisciplineNathaniel Palmer
This document summarizes an initiative to improve the acquisition processes across the Federal Acquisition Service (FAS) of the U.S. General Services Administration (GSA) using business process improvement techniques. A project management team was formed to map the "as-is" acquisition processes, identify gaps, and develop improved "to-be" processes aligned with information technology systems. Common process improvement teams involving representatives from different FAS business lines were established. The goals are to streamline acquisition workflows, increase integration and data sharing between systems, and quantify benefits such as reduced cycle times and non-value added work.
Sessione 6_ Business process Management pt.1The Qube
This document discusses business process management for enterprises. It begins by outlining the ends (vision and goals) and means (mission and strategy) that an enterprise uses to achieve its objectives. It then defines key concepts like mission, strategy, goals, and how they relate to one another. The document also discusses how to develop a process architecture by decomposing processes into a hierarchy. Finally, it provides an example process architecture from a reference framework.
BPR seeks to dramatically improve processes through radical redesign based on a focus on customers and outcomes. It examines processes from a global perspective to remove activities that do not create value for the end customer. Successful BPR requires selecting the appropriate process, appointing a cross-functional team, understanding the as-is process, developing and communicating a vision for change, and identifying an action plan supported by integrated information technology solutions. Common challenges include a lack of commitment to change, focusing on existing processes rather than rethinking from first principles, and poor planning and resource allocation for implementation.
Business process reengineering final 12 july 2017 bcs admn academy (1)Shamsul Arefin
This document discusses business process re-engineering (BPR) and its role in enabling corruption-free and quality service delivery by civil servants. It notes that BPR involves analyzing and redesigning organizational workflows and processes to achieve dramatic improvements in areas like cost, quality, service and speed. The document outlines some of the root causes of poor service delivery like process and delivery channel problems. It also discusses the goals of BPR as making services more customer-friendly, effective and efficient. International examples of successful BPR implementations in countries like the UK, Australia and Ireland are provided.
The document discusses business process reengineering (BPR). It defines BPR and outlines its importance in improving organizational effectiveness, efficiency and competitiveness through radical redesign of processes. The document also describes the impact of BPR on an organization's structure, roles and relationships. It then covers the typical steps to implement BPR and some common challenges faced in the process. Finally, it presents a case study of how a US-based consulting firm successfully implemented BPR to reduce overhead costs.
This document outlines the key aspects of business process reengineering (BPR). It discusses BPR symbols and rules for documenting processes. It also covers understanding and implementing a BPR strategy, including selecting processes and teams, developing a vision, identifying action plans, and common challenges. The goal of BPR is to fundamentally redesign processes to dramatically improve performance metrics like cost, quality, and speed. Information technology can help implement new business processes.
Business process reengineering (BPR) seeks radical improvements in key measures like cost, quality, service and speed through fundamental rethinking and redesign of core business processes. It aims for more dramatic change than total quality management or just-in-time approaches through strategic process orientation. BPR is influenced by technology, strategy, customer needs and organizational change. Information technology, in particular, enables new forms of collaboration and centralized/decentralized working. The key steps of BPR include selecting processes for reengineering, understanding the current process, developing a vision for improvement, creating an action plan, and executing changes.
Business process reengineering is a process that entails changing all aspects of business so as to foster improvements.This paper presents an analysis of the re-engineering process case at the IBM Credit Corporation.
Vikram V Rao is seeking a position that allows him to utilize his 9+ years of experience in IT service management. He currently works as a Problem Manager at IBM India Pvt Ltd, where he is responsible for problem management processes and root cause analysis. Previously, he worked as a Team Leader at Convergys India Services Pvt Ltd managing quality strategies and process improvement. He also has experience as a Customer Service Representative at Infosys BPO and Convergys handling technical support calls. Vikram holds an ITIL Foundation certification and Six Sigma Yellow Belt certification.
The document discusses benchmarking, which involves identifying and adapting outstanding processes from other organizations to improve performance. It defines benchmarking and describes different types, including strategic, performance, process, functional, internal, and external benchmarking. Benchmarking comparisons, frameworks, sources of information, outcomes, and industry practices are outlined. Examples are given of companies that significantly improved through benchmarking, such as Xerox increasing sales 152-328% and Marriott improving guest check-in by 500%. Best practices from highly admired companies are also discussed.
This document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical measures like cost, quality, service and speed. The document outlines the key differences between BPR and other process improvement approaches. It also describes the typical steps involved in implementing a BPR strategy, including selecting processes, understanding the current process, developing a vision for improvement, identifying an action plan, and executing the plan. Information technology is noted as an important enabler of successful BPR.
The document provides a checklist of items to ensure project execution and control. It includes questions to check that change management, communications management, contract management, financial management, issue management, implementation and transition, lessons learned, meeting management, quality assurance management, risk management, schedule and task management, staffing management, test management, training management, and status reporting processes are being followed properly. The checklist aims to help projects stay on track to meet objectives.
Business process reengineering module 1POOJA UDAYAN
Business processes are collections of activities that take inputs and create outputs of value to customers. Business process management involves modeling, automating, executing, controlling, measuring, and optimizing business processes. The goals of business process management are to improve processes, gain control over workflows, and optimize processes to create an efficient organization. Business process reengineering takes a radical approach to redesign processes from scratch in order to achieve dramatic improvements in areas like costs, quality, and cycle times.
The document provides a summary of an individual's professional experience and qualifications. It includes over 9 years of experience in project management, delivery management, and IT service delivery roles. The individual holds an engineering degree and ITIL certifications, and is currently seeking new project or delivery management assignments.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, service, and speed. It seeks to optimize intra-functional and inter-functional processes within an organization and inter-organizational processes along the entire supply chain. Successful BPR requires top management support, cross-functional process teams, and treating it as a managed project with clear communication.
Lakshmi Reddy has over 15 years of experience in quality assurance, project management, and people management for defined benefit pension plans. She has a track record of successfully managing teams, projects, budgets, and client relationships. Her skills include testing strategy, system implementation, process improvement, and developing offshore teams in India.
Derek Brown has over 16 years of experience in financial services, including 5 years in analyst roles across legacy systems, platforms, and financial crime. He has a strong track record of project management and relationship building. His experience includes designing training programs, implementing governance frameworks, and managing projects and deliverables to ensure quality standards.
The document provides a summary of Tracee Owens' experience as a senior business analyst and IT professional with over 15 years of experience in business analysis, project management, and process improvement. She has extensive expertise in requirements gathering, software releases, and coordinating projects to drive efficiency. Her most recent role involves coordinating requirements among stakeholders to support software development projects at the FAA.
Melissa Taylor has over 20 years of experience as a Project Manager and Business Analyst. She has successfully managed the implementation of new ERP, CRM, and other systems for various companies. Some of her responsibilities include defining requirements, managing budgets, facilitating stakeholder buy-in, and ensuring projects are delivered on time and on budget. She has expertise in project management methodologies like Agile and Prince2.
Kellie Workman has over 15 years of experience in project management, quality assurance, and customer service roles. She currently works as an Implementation Project Specialist at Sedgwick, where she maintains project documentation, produces reports, streamlines processes, and conducts presentations. Previously, she held roles as a Quality Analyst, Total Absence Manager, Commercial Project Coordinator, and Property Manager. Kellie Workman has a background in technical management, business administration, and criminal justice. She is proficient in Microsoft Office, SharePoint, and other project management software.
Sankaranarayanan has over 9.5 years of experience in project management, business analysis, client relationship management, business operations, underwriting operations, claims management, and MIS reporting. He is proficient in requirement gathering, documentation, testing, and facilitating training. His experience includes roles at HCL Technologies, AEGON Netherlands, and ICICI Prudential Life Insurance where he managed teams, ensured process compliance, and achieved business and service targets. He is seeking a senior role in process operations, IT projects, or client relationship management preferably in the insurance or financial services sector.
Anita Wyatt is an IT business professional and business analyst with over 27 years of experience managing projects, analyzing requirements, and developing training materials. She has a bachelor's degree in information systems and is pursuing a master's degree. Her experience includes roles as a business analyst, project manager, claims manager, and tax preparer. She has strong skills in areas such as project management, software requirements, business analysis, and customer needs assessment.
Cindy Walton is a senior consultant with over 20 years of experience in software implementation management, requirements gathering, and driving user acceptance through customized solutions. She has extensive expertise in areas such as business analysis, project management, testing, and technical training. Walton has managed numerous large-scale healthcare software implementations and upgrades, helping clients maximize the value of their systems.
Janice Nowling has over 15 years of experience as a Business Analyst Consultant and Senior Business Analyst for various industries. She has expertise in gathering requirements, defining work approaches, and coordinating projects. Her skills include communication, process analysis, teamwork, facilitation, and quality assurance.
Sarah McCarthy has over 15 years of experience in financial services, project management, business analysis, and product management. She holds a BA in Business and Psychology and PRINCE2 qualifications. Her experience includes managing projects to automate processes, enhance customer experiences, and increase account opening rates at BT Financial Group and managing debit card products and launching new initiatives at HSBC Bank Australia.
This document is a resume for Kim Jimenez summarizing their experience working for various companies providing IT support and business analysis services over the past 10+ years. They have extensive experience managing client services, testing software, and resolving issues for enterprise clients. Their skills include Microsoft Office, CRM systems, payroll systems, and data warehouse experience. Their most recent roles involved culinary logistics analysis, service delivery, and implementation work for Ceridian.
Stacey Magee has over 20 years of experience as a project manager, business analyst, and systems analyst for various financial institutions. She has a proven track record of managing complex software implementation projects from requirements gathering through deployment. Magee inspires teams and effectively coordinates resources across organizations. She has expertise in project management, systems development, business analysis, and customer requirements.
The document provides a summary of Tanushree Kadian's professional experience and qualifications. She has over 8 years of experience in healthcare and banking project management, business analysis, quality assurance, and process improvement. Her technical skills include databases, programming languages, and testing tools. She holds ITIL and Six Sigma certifications and has a track record of successfully delivering projects and improving processes.
- Vaibhav Kumar is seeking a role utilizing his over 5 years of experience in human resource operations and customer service. He currently works as a Delivery Specialist Advance for Aon Hewitt, managing various HR processes in PeopleSoft and ensuring SLAs are met. Previously he worked as a Process Associate for invoice processing at Genpact. He has strong skills in Microsoft Office, various HR systems, and seeks to contribute to a team through his attention to detail, positive attitude, and eagerness to learn.
Gaylyn is a highly skilled project and program management professional with over 40 years of experience. She has expertise in business analysis, quality assurance, process improvement, and training. Currently she works as a project manager at Innovative Management Concepts, where she manages projects remotely and at various locations. She is proficient in project management tools and methodologies.
An established senior leader with proven experience overseeing the development and execution of strategic plans that impact and transform global operations, while maximizing profitability by instilling accountability across the program lifecycle, including developing and monitoring KPIs to track, monitor and drive performance improvements.
Donald Kovacs has over 20 years of experience in project management, business analysis, quality assurance, and information security. He has managed projects involving business process improvement, system implementations, compliance initiatives, and security assessments. Some of his career achievements include establishing governance and reporting platforms, managing product deliverables, creating data warehouses, and training business and IT professionals.
Anthony Carleo has over 30 years of experience in financial management, business development, and operations management. He has held roles such as Assistant Vice President of Branch Management at Capital One Bank and Vice President of Business Operations Management at Citibank. Carleo established his own referral firm, VIP Financial & Insurance Services, where he provides strategic financial planning and one-on-one services. Throughout his career, he has increased deposits and revenues by millions while also reducing expenses and improving efficiency.
The document provides an overview of the Balanced Scorecard framework, which measures organizational performance across four perspectives - financial, customer, internal processes, and learning and growth. It describes the key elements included in each perspective and gives an example of how a fictional company, XYZ Corporation, could implement the Balanced Scorecard to monitor performance against objectives using relevant key performance indicators. The Balanced Scorecard framework helps organizations take a balanced approach to measuring success and ensures different business areas work together to achieve strategic goals.
Elizabeth Sorenson has over 15 years of experience in project management, business analysis, and operations management. She has worked for Fortune 100 companies like Cigna, Wells Fargo, and Best Buy in various roles including project specialist, business analyst, project manager, and operations manager. She has expertise in project management, process improvement, client relationships, and leading teams.
1. DEBORAH (DEBBIE) KELLY
(Cell) 502-593-2381
DKELLY1958.DK@GMAIL.COM
EXPERIENCE
Humana July 2014 – Present
Business Consultant
Private Exchange is a Sales Distribution Channel that enables Humana to offer products through an Online
Enrollment Vendor. I am responsible for the Third Party Exchange (TPE) Vendor relationship. I manage projects to
implement new vendors, as well as monitor and control existing vendors. I partner with internal and external
customers to define TPE needs and I contribute to the execution of the Humana Exchange Distribution Model.
• Provide oversight and business lead of new private exchange vendor implementations to include onboarding,
orientation, and integration with Humana systems and processes to align with business strategy.
• Central point of contact to the Third-Party Exchange for both Internal and External Partners.
• Create, develop, document, and modify processes, documentation, policies, and decisions.
• Build relationships with internal customers including IT, Product Design, Sales, Underwriting, Account
Installation, Finance and other areas as needed.
• Implemented and Lead Lessons Learned sessions and strive for continual process improvements.
• Escalate issues to the appropriate parties.
Humana August 2011 – July 2014
Process Consultant
Account Installations (AI) is a business area that supports many functions. As a Process Consultant, I reviewed and
analyzed current processes, determined improvements, as well as created new processes. I documented and
implemented the processes. Some of the projects that I managed:
•HumanaOne for Public Exchange – (Rethink Routine) Industry Expansion Project to offer Humana products
on the Federal and State Public Exchanges. Along with determining and documenting processes for various AI
functions, I created and mapped business concepts for IT architecture to build an Online Prototype. I
brainstormed with teammates on possible impacts, noting risks and gaps.
•New Hire Training (Easy to Use/Consistency/Thrive Together) – Internal Improvement Project: I led an internal
project that created and documented an associate On-Boarding process, including the development of the New
Hire Manual and I administered and facilitated New Hire Orientation.
•Disabled Dependent Process (Consistency/Transparency/Pioneer Simplicity) – Compliance Project: I led a
project that resulted in a Disabled Dependent Verification Process for the Enrollment Team as well as creating
documentation for compliance. This work involved coordinating with multiple business areas (AIMS, Contact
Center, Clinical, Enrollment, Compliance, and Legal).
• Department of Insurance (Compliance/Thrive Together) – Compliance Project: I was assigned project lead to
create and implement a compliance process for Kentucky Department of Insurance to address Kentucky House
Bill 126 – Life Insurance Notification. I identified the various stakeholders, translated the government
requirements into business criteria; engaged various IT teams to create systematic letters and code the job to run
the letter and achieve compliance. Delivered the completed process documentation to Compliance so they could
respond to the DOI call to action.
2. Deborah Kelly
Humana Nov. 2006 – Aug 2011
Policy Consultant
The National Education and Policy Development (NEPD) Department is a part of Strategic Consultancy and offers support to
many areas of the business. I partnered with multiple departments to interpret process flows, validate procedure steps, and
translate information into easy to use reference documentation to support Commercial Group Medical and Specialty
Enrollment. In addition, I was consistently involved with internal strategic projects to define and improve processes and
procedures. Projects that involved various parts of the business include but are not limited to:
• Baldrige Application Organizational Improvement: Project Lead for 3 business areas to obtain Kentucky Center for
Performance Excellence (KYCPE) Award. Helped define the business case with leaders, reviewed contingencies (added
work, associated fees), and identified stakeholders. Conducted meetings, worked with assigned project teams to guide and
instruct to achieve the purpose of project. Managed tasks which included documenting processes, defining our
organizational structure, recognition process for quality work, and outside feedback methods for process improvement.
• Client Engagement (Innovation): Organizational Improvement: Selected as project manager for assigned project team
tasked to improve client engagement. I led the development and implementation of a relationship maturity model,
determined baseline relationship measurements across the department. Oversaw the collection of initial baseline data.
Facilitated the design of associate training, and leadership guidelines. Established ongoing operational guidance and
created a continuous improvement plan using the Humana’s Process Maturity Model.
• Intake Cycle Time Reduction (Green Belt Project): Organizational Improvement: I was one of three project leads using
DMAIC methodology to analyze request intakes and trend analysis. Reviewed non-productive intakes, determine root
cause, and develop process solutions to reduce the process cycle time.
• Customer Satisfaction (Black Belt Project): Organizational Improvement: I was one of three project leads challenged to
design Customer Satisfaction System for Quality Engineering Depart. Utilizing the DMADV methodology I conducted
various ‘Voice of the Customer’ interviews to gather critical to quality features; conducted attribute analysis to select
impact variables. Created online Customer Satisfaction Survey and Information Data Warehouse to collect, and store the
data. Provided sponsor and stakeholder reviews, created guidelines to adjust operational methods based on customer
feedback received.
General Electric April 2000 – Nov 2006
Program Manager
Implementation and Oversight for the internal management of contingent labor for General Electric Appliances, locally, and
then nationwide.
Tasks:
• Collaborated with outside labor vendors to engage new contingent labor relationships. Negotiated for reduced labor
costs, instructed vendors with compliance issues such as proper billing, fulfillment of drug screening and background
checks
• Partnered with the Human Resources and Legal depart to implement compliance procedures for contingent labor
• Aligned with the Finance depart to resolve vendor payment disputes, denied payments for non-compliance issues
• Directed process for interviewing, engagement, and removal of contingent labor for General Electric Consumer Products
General Electric July 1998 – April 2000
Project Manager – Facilities/Security (Contract Assignment)
Project Description: Handle the coordination of an influx of over 200 new associates
Tasks:
• Designed a system to track the onboarding of a large number of new associates with all necessary security badges,
computer profiles, computer access, job specific software access, and work facilities – such as desk, phone, cabinets, etc.
• Worked with outside vendors to bid, award, purchase and oversee the installation of new cubicles, desks, and file
cabinets; in addition to working with a separate vendor for the completion of the building carpet cleaning
• Coordinated with Information Technology depart to move existing computers, phone lines, computers installations
• Negotiated with management and associates on limited seating requests and timing of staff movements
3. Deborah Kelly
American Scale Aug 1994 – April 1998
Quality Manager
I led the project to define, document, and implement International Standards of Operations (ISO) methodology.
Tasks:
• Developed and implemented Customer Satisfaction Survey and Customer Complaint process, Internal Auditing and
Internal Training methods, Material tracking and certification process for weights to verify compliance
• Created documentation for ISO Manual , Safety Manual, Quality Management System Manual (QMSM), Standard
Operations Procedures (SOP) for all positions
• Designed compliance processes
• Developed reporting for billable hours, profit margin, labor, and sales tracking
Education
Bellarmine University - Bachelors Degree
Major: Liberal Studies - Emphasis: Psychology
Graduated: Magna cum laude
Jefferson Community College
Associate Degree – Management Technology
Twice awarded – High Distinction Award
Certifications, Awards, and Associations
Project Management Professional (PMP) Certification
Six Sigma LEAN Certified
Six Sigma Black Belt Certified
Humana STAR award for defining implementation method for Management Academy
Humana STAR award for implementing Inventory Reduction method
Humana STAR award for excelling as a Project Leader for the Client Engagement project
Kentucky Center for Performance Excellence (Baldrige) Examiner (2011)
Project Management Institute (PMI) – Member KY Chapter (2016)