The document describes a change management academy that offers various training programmes focused on topics like leading change, project management, organizational effectiveness, and an accelerating implementation methodology. It provides details on the target groups, approaches, topics, objectives, and schedules for several 2-day programmes on leading change, organizational effectiveness, and accelerating implementation methodology. Contact information is provided to discuss any of the programmes.
The Cisco Centers of Expertise focuses on establishing best practices for change management, project management, and business leadership. The Change Management COE helps organizations successfully manage complex IT environments and ensure people are ready and willing to operate in new business environments. It uses the Next Generation Change Leadership framework which is an eight-step approach to change management. When change management programs are executed well, projects achieve a 143% return on investment, whereas poor change management leads to only a 35% ROI. The COE provides expertise to deliver optimal economic benefits through expert management of change processes.
The 2010 Environmental Performance Summit was held from June 28-30, 2010 in Arlington, VA. The summit focused on measuring and improving environmental performance in government agencies. It featured workshops on developing quality performance measures and integrating performance and budgeting. The keynote address discussed the status of Executive Order 13514 on meeting federal leadership requirements for environmental, energy, and economic performance. Breakout sessions provided strategies for utilizing performance measures and selecting the right measures for environmental programs.
This two-day Lean Six Sigma Yellow Belt Certification course provides an overview of Six Sigma concepts and the DMAIC process. Attendees will learn techniques to continuously improve processes and apply these skills to solve business challenges. The goal is for professionals to support improvement opportunities, document best practices, and work to ensure gains from successful projects are sustained.
The document discusses the importance of integrating both project management and change management processes to successfully implement changes. It provides an overview of the technical and people-focused aspects of managing change, and outlines frameworks and tools for assessing change readiness, developing change implementation plans, and reinforcing changes throughout the change management cycle. The goal is to partner business and HR leaders to address both the technical and human elements of change planning and implementation.
This one is for all of us who want to endeavor in the domain of change management and take their profession as seriously as I do. If we want to avoid the ‘wellness’ stamp or the ‘nice-to-have’ connotation, we better get our act together!
The ‘act’ to my opinion is composed of four pillars, or ‘containers of work’ as I often refer to them. In the context of a project or a program these are ’streams’ that last from the startup until the very last phase of a project. Each of these project streams has a benefit that is defined in terms of the project’s return on investment.
This document provides an overview of a company's change management services and approach. It discusses analyzing the impact of change, developing a change master plan, implementing change management activities like communication and training, and monitoring change readiness, progress and success. The company aims to facilitate organizational change processes with a focus on strategy, structure, processes, skills/behavior, tools, and cultural identity. It emphasizes assessing necessary "soft" changes to attitudes, values and behaviors.
In Executive Online\'s Challenge of Change report we explore how companies view and manage change. This groundbreaking report updates our original Challenge of Change report, published in 2002, with new research involving nearly 400 senior executives in roles where they’re responsible for business transformation programmes. It explores such challenging questions as: Is change used as a strategic tool to create better companies that are more able to remain successful, or is it used reactively, in an inward-facing way? What techniques and resources are being used to deliver change? How important are senior managers in this process? And above all, how successful are change programmes?
Change Management: Targeting the Human Element to Ensure Successful Implement...Felicia Mattson
The primary driver underlying the need for a change management program is the need to alter human behavior. Mount Sinai's Program Management Office understood their EMR implementation could not be successful utilizing traditional IT methods so it rolled out a robust Change Management plan to ensure a successful go live.
The Cisco Centers of Expertise focuses on establishing best practices for change management, project management, and business leadership. The Change Management COE helps organizations successfully manage complex IT environments and ensure people are ready and willing to operate in new business environments. It uses the Next Generation Change Leadership framework which is an eight-step approach to change management. When change management programs are executed well, projects achieve a 143% return on investment, whereas poor change management leads to only a 35% ROI. The COE provides expertise to deliver optimal economic benefits through expert management of change processes.
The 2010 Environmental Performance Summit was held from June 28-30, 2010 in Arlington, VA. The summit focused on measuring and improving environmental performance in government agencies. It featured workshops on developing quality performance measures and integrating performance and budgeting. The keynote address discussed the status of Executive Order 13514 on meeting federal leadership requirements for environmental, energy, and economic performance. Breakout sessions provided strategies for utilizing performance measures and selecting the right measures for environmental programs.
This two-day Lean Six Sigma Yellow Belt Certification course provides an overview of Six Sigma concepts and the DMAIC process. Attendees will learn techniques to continuously improve processes and apply these skills to solve business challenges. The goal is for professionals to support improvement opportunities, document best practices, and work to ensure gains from successful projects are sustained.
The document discusses the importance of integrating both project management and change management processes to successfully implement changes. It provides an overview of the technical and people-focused aspects of managing change, and outlines frameworks and tools for assessing change readiness, developing change implementation plans, and reinforcing changes throughout the change management cycle. The goal is to partner business and HR leaders to address both the technical and human elements of change planning and implementation.
This one is for all of us who want to endeavor in the domain of change management and take their profession as seriously as I do. If we want to avoid the ‘wellness’ stamp or the ‘nice-to-have’ connotation, we better get our act together!
The ‘act’ to my opinion is composed of four pillars, or ‘containers of work’ as I often refer to them. In the context of a project or a program these are ’streams’ that last from the startup until the very last phase of a project. Each of these project streams has a benefit that is defined in terms of the project’s return on investment.
This document provides an overview of a company's change management services and approach. It discusses analyzing the impact of change, developing a change master plan, implementing change management activities like communication and training, and monitoring change readiness, progress and success. The company aims to facilitate organizational change processes with a focus on strategy, structure, processes, skills/behavior, tools, and cultural identity. It emphasizes assessing necessary "soft" changes to attitudes, values and behaviors.
In Executive Online\'s Challenge of Change report we explore how companies view and manage change. This groundbreaking report updates our original Challenge of Change report, published in 2002, with new research involving nearly 400 senior executives in roles where they’re responsible for business transformation programmes. It explores such challenging questions as: Is change used as a strategic tool to create better companies that are more able to remain successful, or is it used reactively, in an inward-facing way? What techniques and resources are being used to deliver change? How important are senior managers in this process? And above all, how successful are change programmes?
Change Management: Targeting the Human Element to Ensure Successful Implement...Felicia Mattson
The primary driver underlying the need for a change management program is the need to alter human behavior. Mount Sinai's Program Management Office understood their EMR implementation could not be successful utilizing traditional IT methods so it rolled out a robust Change Management plan to ensure a successful go live.
This document discusses various models and strategies for managing organizational changes. It begins by defining change management and describing Kurt Lewin's three-step model of unfreezing, transitioning, and freezing. Next, it outlines John Kotter's eight-step model for leading change and the ADKAR change management model. It also describes strategies for assessing readiness, developing vision, engaging leaders, communicating changes, and monitoring progress. Finally, it discusses the Apple Classroom of Tomorrow model and its five stages for educational technology adoption.
The document announces an environmental performance summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on measuring and improving environmental performance in government through workshops on developing quality performance measures, performance-based budgeting, and selecting the right performance measures for environmental programs. Featured speakers will discuss renewable energy contributions to environmental sustainability and innovations for utilizing performance measures. Attendees include environmental managers, specialists, researchers, and sustainability coordinators.
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
The document outlines a six step process to implement lean manufacturing in an organization. The steps include: 1) defining a mission statement and approval team, 2) analyzing the current state, 3) planning implementation, 4) gaining executive commitment, 5) executing the plan, and 6) achieving a competitive advantage through continuous improvement. People are key to the process and must be empowered and trained to drive ongoing improvements.
This document introduces a toolkit for assessing and managing organizational change. It discusses:
1. Change management should be considered at both the strategic level, to support large-scale business transformation, and tactical level, for specific projects.
2. The toolkit provides tools to understand how work will change, identify impacted stakeholders, and develop a change management plan around eight critical success factors.
3. These include establishing urgency, sharing a clear vision, engaging leadership, communicating changes, and involving stakeholders to build support for changes. The tools are meant to guide assessment and action planning.
This document provides an agenda for the 2010 Government HR Innovations conference taking place June 15-17 in Arlington, VA. The conference features six tracks: 1) workforce planning, 2) strategic recruitment, 3) talent onboarding, 4) employee engagement, 5) the blended workforce, and 6) HR metrics. Day one includes keynote addresses and sessions within tracks A and B. Day two includes sessions within tracks C through F. Day three includes workshops on succession planning and leadership development programs. The conference aims to provide HR managers at the federal, state, and local levels with the most comprehensive event of the year to address key HR issues.
What is the value proposition for agile? Does agile deliver on those benefits? What do the practitioners using it say?
In 2010, I began asking Scrum experts and practitioners about their perceived value of Scrum. A common response was, "it depends on what you mean by value." When presented with examples like return on investment or internal rate of return, they often stated that they don’t use those waterfall measures. However, when asked about value being nimble, they told me I was getting warmer...
During my doctoral research in 2013-2014, I interviewed 32 Scrum and Scaled Agile Framework (SAFe) practitioners from 17 industries in Southern and Northern California and Nevada to learn about the value of Scrum to their organizations based on their experiences. The practitioners included: four business leaders, three Scrum coaches, two product owners, eight Scrum masters, three Scrum team members, and 12 other professionals. The discussion continued with attendees at AgileOpen to capture additional insights.
Dr. Dave Cornelius is an experienced business and IT professional and globally recognized lean and agile catalyst that empowers others to achieve their very best. Dave’s specialty is leading and coaching co-located and distributed teams to deliver quality innovations from concept to cash. Learn more about Dave by visiting www.Dave-Cornelius.com and follow him on twitter @DrCorneliusInfo.
This document provides information about an upcoming conference on developing and implementing rolling forecasts to improve organizational performance. The two-day conference will be held on July 21-22, 2010 in Chicago, IL and will provide up to 13 CPE credits. Attendees will learn how to design effective rolling forecasts, identify key business drivers, improve forecast accuracy, integrate forecasts into strategic planning, and lead a successful implementation of rolling forecasts. The trainer, David Axson, is an experienced consultant who will share best practices on forecasting and performance management. Sponsorship opportunities and in-house training options are also advertised.
The presentation discusses implementing program management changes within the resistant environment of the Department of Commerce. The task was to establish a performance measurement baseline and common project management processes across the 12 operating bureaus. This was challenging due to the bureaus' independence and lean headquarters. The blueprint for change involved leadership, goal-setting, innovation, team-building, and balancing politics and culture. Through active cooperation and buy-in from the team, the new processes aimed to maximize efficiency while achieving positive results.
Presentation at Knowit Lean Experience 2012
Experience and practical examples from the Lean transformation of the product development at Volvo Penta, in particular the program set up to drive cultural change in operation.
The document provides the top 10 tips for running successful strategic recognition programs:
1) Senior-level validation and support is essential to effectively build an appreciation culture.
2) Clear program goals and objectives that reflect the organization's strategy are the foundation.
3) Successful programs recognize contributors frequently at all levels across regions for genuine contributions.
This document outlines the strategic alignment of information systems (IS) driven programs through a hierarchy. It describes the roles and responsibilities of key positions in defining organizational strategy, overseeing programs, and identifying strategic initiatives to ensure alignment between programs and strategic goals. These positions include the top-level executive, sponsor, program director, office of strategy management, and champion.
This document provides information about two interactive courses on auditing and evaluating program performance to be held from March 29 to April 1, 2010 in Arlington, Virginia. The first course is on performance auditing and will cover understanding performance audits, assessing risks and vulnerabilities, developing objectives and methodologies. The second course is on program evaluation and will cover the Obama administration's focus on evaluation, developing an evaluation framework, carrying out evaluations and building an internal evaluation system. Both courses will be led by experts in the field and offer continuing education credits.
Change Leadership Opportunities for Project VulcanBill Blackwell
An overview of the current best-thinking on change management, circa 2002. Very little is different in 2015, largely because people and their motivations have not changed.
This document provides information about a Lean Six Sigma Yellow Belt Certification training program. The 2-day training will teach participants to: utilize the DMAIC process more effectively; apply Six Sigma tools to solve organizational challenges; and create solutions to business challenges using Six Sigma tools and methods. Attendees will learn how to develop and implement organizational improvements through exercises and projects. The goal is to provide professionals with techniques for continuous improvement.
Oh wow! We are a lean and agile organization. Where do I fit as a traditional PM?
Product development organizations seek a competitive edge -- lean and agile practices are at the forefront of organizational change in most companies. Trapped in the undertow of the lean & agile transformation, the traditional PM is often left bewildered of the next step to take.
Dr. Dave Cornelius brings many years of experience in the IT industry and as an entrepreneur. Credentials include DM-IST, MBA, PMP, PMI-ACP, CSP, & SSBB. A consultant supporting the transformation to the Scaled Agile Framework (SAFe) at a Southern California company, Dr. Cornelius receives many concerns from traditional project managers about the PM role in a lean and agile organization.
You will find Dave volunteering in the traditional and agile communities to support fellow members and create new knowledge. Currently, Dave is teaching underserved kids in Los Angeles Scrum and software programming concepts using Alice (a Carnegie Mellon University technology teaching product).
The document describes a change management tool called Changemate. It aims to bridge the gap between informal change management and formal project management by taking a holistic approach. Changemate allows users to configure change portfolios and projects, execute assessments to collect data, analyze results using models, and manage change through engagement and dashboards. The tool formalizes and measures the change management process to improve adoption of change among organizational participants.
Open data is freely available data that can be used and shared by anyone. The federal government defines high-value open data as information that increases agency accountability, improves public knowledge, furthers agency missions, creates economic opportunities, and responds to public needs. For data to be open, it must be public, accessible, described, reusable, complete, timely, and managed after release. Open data timelines show its emergence in 1995 and increased adoption by governments in the 2000s, with many open data initiatives launched under President Obama. Open data is important for transparency, innovation, civic empowerment, and economic development. Dashboards track countries', states', and cities' progress in implementing open data policies and releasing datasets.
Tomball ISD's technology plan aims to (1) implement 21st century teaching and learning, (2) increase technology accessibility for students and teachers, and (3) provide ongoing professional development to improve instruction. The district evaluates its progress using the STaR Chart, which measures four key areas annually. While the district has made progress in each area, its goal is to reach "Target" status on the STaR Chart. The technology plan and evaluation process help Tomball ISD work towards educating 21st century learners.
Oracle ADF is a very powerful framework for building enterprise applications. The framework, however, has no built-in solutions for reporting. In this session, you will learn how to fill this gap by using open source reporting solutions and solutions provided by Oracle.
This document discusses various models and strategies for managing organizational changes. It begins by defining change management and describing Kurt Lewin's three-step model of unfreezing, transitioning, and freezing. Next, it outlines John Kotter's eight-step model for leading change and the ADKAR change management model. It also describes strategies for assessing readiness, developing vision, engaging leaders, communicating changes, and monitoring progress. Finally, it discusses the Apple Classroom of Tomorrow model and its five stages for educational technology adoption.
The document announces an environmental performance summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on measuring and improving environmental performance in government through workshops on developing quality performance measures, performance-based budgeting, and selecting the right performance measures for environmental programs. Featured speakers will discuss renewable energy contributions to environmental sustainability and innovations for utilizing performance measures. Attendees include environmental managers, specialists, researchers, and sustainability coordinators.
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
The document outlines a six step process to implement lean manufacturing in an organization. The steps include: 1) defining a mission statement and approval team, 2) analyzing the current state, 3) planning implementation, 4) gaining executive commitment, 5) executing the plan, and 6) achieving a competitive advantage through continuous improvement. People are key to the process and must be empowered and trained to drive ongoing improvements.
This document introduces a toolkit for assessing and managing organizational change. It discusses:
1. Change management should be considered at both the strategic level, to support large-scale business transformation, and tactical level, for specific projects.
2. The toolkit provides tools to understand how work will change, identify impacted stakeholders, and develop a change management plan around eight critical success factors.
3. These include establishing urgency, sharing a clear vision, engaging leadership, communicating changes, and involving stakeholders to build support for changes. The tools are meant to guide assessment and action planning.
This document provides an agenda for the 2010 Government HR Innovations conference taking place June 15-17 in Arlington, VA. The conference features six tracks: 1) workforce planning, 2) strategic recruitment, 3) talent onboarding, 4) employee engagement, 5) the blended workforce, and 6) HR metrics. Day one includes keynote addresses and sessions within tracks A and B. Day two includes sessions within tracks C through F. Day three includes workshops on succession planning and leadership development programs. The conference aims to provide HR managers at the federal, state, and local levels with the most comprehensive event of the year to address key HR issues.
What is the value proposition for agile? Does agile deliver on those benefits? What do the practitioners using it say?
In 2010, I began asking Scrum experts and practitioners about their perceived value of Scrum. A common response was, "it depends on what you mean by value." When presented with examples like return on investment or internal rate of return, they often stated that they don’t use those waterfall measures. However, when asked about value being nimble, they told me I was getting warmer...
During my doctoral research in 2013-2014, I interviewed 32 Scrum and Scaled Agile Framework (SAFe) practitioners from 17 industries in Southern and Northern California and Nevada to learn about the value of Scrum to their organizations based on their experiences. The practitioners included: four business leaders, three Scrum coaches, two product owners, eight Scrum masters, three Scrum team members, and 12 other professionals. The discussion continued with attendees at AgileOpen to capture additional insights.
Dr. Dave Cornelius is an experienced business and IT professional and globally recognized lean and agile catalyst that empowers others to achieve their very best. Dave’s specialty is leading and coaching co-located and distributed teams to deliver quality innovations from concept to cash. Learn more about Dave by visiting www.Dave-Cornelius.com and follow him on twitter @DrCorneliusInfo.
This document provides information about an upcoming conference on developing and implementing rolling forecasts to improve organizational performance. The two-day conference will be held on July 21-22, 2010 in Chicago, IL and will provide up to 13 CPE credits. Attendees will learn how to design effective rolling forecasts, identify key business drivers, improve forecast accuracy, integrate forecasts into strategic planning, and lead a successful implementation of rolling forecasts. The trainer, David Axson, is an experienced consultant who will share best practices on forecasting and performance management. Sponsorship opportunities and in-house training options are also advertised.
The presentation discusses implementing program management changes within the resistant environment of the Department of Commerce. The task was to establish a performance measurement baseline and common project management processes across the 12 operating bureaus. This was challenging due to the bureaus' independence and lean headquarters. The blueprint for change involved leadership, goal-setting, innovation, team-building, and balancing politics and culture. Through active cooperation and buy-in from the team, the new processes aimed to maximize efficiency while achieving positive results.
Presentation at Knowit Lean Experience 2012
Experience and practical examples from the Lean transformation of the product development at Volvo Penta, in particular the program set up to drive cultural change in operation.
The document provides the top 10 tips for running successful strategic recognition programs:
1) Senior-level validation and support is essential to effectively build an appreciation culture.
2) Clear program goals and objectives that reflect the organization's strategy are the foundation.
3) Successful programs recognize contributors frequently at all levels across regions for genuine contributions.
This document outlines the strategic alignment of information systems (IS) driven programs through a hierarchy. It describes the roles and responsibilities of key positions in defining organizational strategy, overseeing programs, and identifying strategic initiatives to ensure alignment between programs and strategic goals. These positions include the top-level executive, sponsor, program director, office of strategy management, and champion.
This document provides information about two interactive courses on auditing and evaluating program performance to be held from March 29 to April 1, 2010 in Arlington, Virginia. The first course is on performance auditing and will cover understanding performance audits, assessing risks and vulnerabilities, developing objectives and methodologies. The second course is on program evaluation and will cover the Obama administration's focus on evaluation, developing an evaluation framework, carrying out evaluations and building an internal evaluation system. Both courses will be led by experts in the field and offer continuing education credits.
Change Leadership Opportunities for Project VulcanBill Blackwell
An overview of the current best-thinking on change management, circa 2002. Very little is different in 2015, largely because people and their motivations have not changed.
This document provides information about a Lean Six Sigma Yellow Belt Certification training program. The 2-day training will teach participants to: utilize the DMAIC process more effectively; apply Six Sigma tools to solve organizational challenges; and create solutions to business challenges using Six Sigma tools and methods. Attendees will learn how to develop and implement organizational improvements through exercises and projects. The goal is to provide professionals with techniques for continuous improvement.
Oh wow! We are a lean and agile organization. Where do I fit as a traditional PM?
Product development organizations seek a competitive edge -- lean and agile practices are at the forefront of organizational change in most companies. Trapped in the undertow of the lean & agile transformation, the traditional PM is often left bewildered of the next step to take.
Dr. Dave Cornelius brings many years of experience in the IT industry and as an entrepreneur. Credentials include DM-IST, MBA, PMP, PMI-ACP, CSP, & SSBB. A consultant supporting the transformation to the Scaled Agile Framework (SAFe) at a Southern California company, Dr. Cornelius receives many concerns from traditional project managers about the PM role in a lean and agile organization.
You will find Dave volunteering in the traditional and agile communities to support fellow members and create new knowledge. Currently, Dave is teaching underserved kids in Los Angeles Scrum and software programming concepts using Alice (a Carnegie Mellon University technology teaching product).
The document describes a change management tool called Changemate. It aims to bridge the gap between informal change management and formal project management by taking a holistic approach. Changemate allows users to configure change portfolios and projects, execute assessments to collect data, analyze results using models, and manage change through engagement and dashboards. The tool formalizes and measures the change management process to improve adoption of change among organizational participants.
Open data is freely available data that can be used and shared by anyone. The federal government defines high-value open data as information that increases agency accountability, improves public knowledge, furthers agency missions, creates economic opportunities, and responds to public needs. For data to be open, it must be public, accessible, described, reusable, complete, timely, and managed after release. Open data timelines show its emergence in 1995 and increased adoption by governments in the 2000s, with many open data initiatives launched under President Obama. Open data is important for transparency, innovation, civic empowerment, and economic development. Dashboards track countries', states', and cities' progress in implementing open data policies and releasing datasets.
Tomball ISD's technology plan aims to (1) implement 21st century teaching and learning, (2) increase technology accessibility for students and teachers, and (3) provide ongoing professional development to improve instruction. The district evaluates its progress using the STaR Chart, which measures four key areas annually. While the district has made progress in each area, its goal is to reach "Target" status on the STaR Chart. The technology plan and evaluation process help Tomball ISD work towards educating 21st century learners.
Oracle ADF is a very powerful framework for building enterprise applications. The framework, however, has no built-in solutions for reporting. In this session, you will learn how to fill this gap by using open source reporting solutions and solutions provided by Oracle.
Los afrocubanos son una parte importante de la cultura cubana. El documento presentado por Julián Camilo Calambas para su clase de danzas en el Instituto Técnico Futuro Profesional en Cali, Colombia en 2014 trata sobre los afrocubanos.
Dr. Jiba Raj Acharya seeks a position as a chemist focusing on materials chemistry, surface modification, and organic synthesis. He has a Ph.D. in organic chemistry from Louisiana State University and experience in multistep synthesis, surface modification, sensor design, and characterization techniques like NMR and fluorescence spectroscopy. His research has focused on thin film sensors for applications in chemical detection.
This document discusses acetaminophen, including its metabolism, toxicity in cats and dogs, clinical signs of toxicity, and treatment. It notes that cats are more sensitive due to a deficiency in an enzyme that metabolizes acetaminophen. Toxicity can occur at 10-40 mg/kg in cats. Treatment involves decontamination, N-acetylcysteine to reduce toxicity and support liver function, and monitoring for methemoglobinemia or liver damage.
Este documento presenta el Estatuto de la Universidad Nacional de San Agustín de Arequipa. Establece los principios, fines y funciones de la universidad, así como su régimen académico, de gobierno, organización administrativa y económica. Se compone de 18 títulos que regulan aspectos como la estructura académica de la universidad a través de facultades, escuelas y departamentos, el sistema de gobierno, los estudios y grados, los derechos y deberes de profesores y estudiantes, y la administra
This document discusses different costing methods used in management accounting including job costing, process costing, batch costing, contract costing, and service costing. It provides examples and explanations of key concepts in job costing like job cost sheets, predetermined overhead rates, and manufacturing overhead. Process costing is explained as a method used for mass production of nearly identical units where costs are accumulated and assigned to units produced. Batch costing is defined as identifying and assigning costs to a set amount of similar goods produced in a batch. Contract costing applies especially to long-term construction projects performed over multiple periods. Finally, service costing calculates the full costs of services an entity provides using direct and indirect costs.
The document discusses how change is a core competency for organizations. It provides examples from various studies that found organizations that were most successful at change ensured staff felt ownership, roles and responsibilities were clear, and the organization was engaged through ongoing communication. A key challenge is when users are too busy to engage with projects. The document advocates for incorporating change awareness, readiness, and capability into best practices to help organizations achieve strategic objectives through change.
Change management involves managing the people side of change to achieve the desired business outcome and involves three key phases: preparing for change, managing change, and reinforcing change. It requires understanding change from both an individual and organizational perspective. At an individual level, change requires understanding how each person can successfully change. At an organizational level, tools and processes are needed to facilitate change across many individuals. Resistance to change is normal and can be reduced by communicating well, involving people, building trust and addressing concerns.
This document discusses key challenges that organizations face when adapting agile methodologies. It outlines 7 main challenges: having no clear plan for agile adaptation; believing training is enough without coaching; lack of committed agile coaches; expecting revolutionary changes immediately; viewing openness as a threat; lack of self-discipline and teamwork; and communication gaps within the organization. The document provides an overview of agile methodology and principles and recommends a phased change management approach when transitioning to agile in order to address challenges and have a successful transformation.
The document discusses leadership development and the LMI Total Leader program. It provides an overview of LMI's vision, mission and purpose to develop leaders and organizations to their full potential. It then summarizes LMI's offering which includes a needs assessment, aligning goals, selecting the best development plan, implementing it, and measuring results. Finally, it outlines the Total Leader solution and its four key elements: personal productivity, personal leadership, strategic leadership, and motivational leadership.
This document discusses change management. It defines change management as consisting of managing change from a reactive or proactive stance, as a professional practice with varying skills between practitioners, and as a body of knowledge including models, methods, and tools. It also discusses leading and facilitating change, barriers to change like resistance, and the importance of an individual and organizational perspective in change management. The 8-stage process of creating major change involves establishing urgency, building a team, creating a vision, communicating the vision, empowering others to act, generating short-term wins, consolidating gains, and anchoring new approaches.
Agile Improvement Method - Andrew Griffits (Lamri)Paula Gomes
The document discusses an agile improvement method for process improvement projects. It summarizes that traditional improvement projects often fail to meet the needs of agile teams. It then proposes adapting agile principles to improvement projects, such as focusing on rapidly delivering useful improvements, deploying improvements frequently in small batches rather than large projects, and using face-to-face communication. The presentation then outlines how an agile improvement method may look by dividing it into initiation, mobilization, and delivery phases with examples of activities for each phase like understanding needs, prioritizing improvements, and packaging improvements to address specific pain points or deliver outcomes.
Celerant Consulting recommends a 7-point plan for GRIDS corporations to improve operational performance:
1. Embed project teams in the field to motivate local teams.
2. Establish direct links between leadership and field operations to improve understanding of performance issues.
3. Involve local managers centrally to identify problems and solutions.
4. Take a holistic view of corporate functions to address underlying issues restricting performance.
5. Develop local solutions through pilot programs and test improvements.
6. Identify and engage best practices and key stakeholders to accelerate change.
7. Embed continuous improvement approaches through training to sustain changes over time.
Founded in 1966, GP Strategies is one of the few truly global performance improvement companies in the market. Serving more than 16 diverse industries, GP Strategies is a leader in sales and technical training, eLearning solutions, and management consulting.
Our services, solutions, and technologies empower organisations to perform above their potential. To do this, we partner closely with clients to develop diverse, comprehensive services based on a commitment to sustainable performance improvement.
The document describes how Lean and the EFQM Excellence Model are complementary tools for continuous improvement. It explains that Lean is used to structure improvements identified through EFQM assessments, which provide strategic direction and assess performance gaps. Both approaches are people-centric and focus on long-term, customer-oriented continuous improvement. The EFQM Model addresses leadership, strategy, partnerships and results, while Lean structures how improvements are delivered.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
The document summarizes Deloitte's Programme Leadership capability for managing complex transformations in the mining industry. It discusses (1) Deloitte's Managing Complex Transformations approach which focuses on achieving strategic imperatives and benefits rather than just time/cost/quality, (2) how the team provides solutions addressing challenges from regulatory changes to market restructuring, and (3) that the team has experience planning, designing, structuring, and executing transformations to minimize risk and maximize benefits.
Our Programme Leadership team draws upon skills and expertise acquired through experience to provide mining clients with advice and support for large-scale, complex transformations. They take a holistic approach, ensuring projects align with strategic objectives and intended benefits. They have experience leading transformations involving new operating models, systems implementations, and organizational changes. Their approach involves establishing governance, benefit tracking, change management and more. They helped clients successfully deliver transformations involving business restructurings and system standardizations.
The document provides an overview of business transformation, defining it as fundamentally changing what an organization does, how it does it, and for whom. It discusses driving factors for transformation, different types of transformation, and key elements needed for effective transformation including change management maturity, program management capability, and having the right change management framework, project management capability, and people involved.
Strategy & Execution Program OverviewKelly Petrock
Our Six Disciplines approach combats the challenges to growth because it is based on a proven and repeatable methodology, efficient strategic management systems / tools and expert coaching. Through this integrated approach we help clients efficiently and effectively Formulate, Align and Execute upon strategically.
AVN Consulting provides operational workplace solutions such as project management, change management, process improvement, and Lean Six Sigma implementation. Their team has over 20 years of experience in business improvement projects, project management, and process advisory services. Their goal is to create lasting positive impacts and long-term partnerships with their clients.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
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DOOR UK - Change Management Academy
1. CHANGE MANAGEMENT
ACADEMY
If you would like to discuss any one of our programmes
please call on +44 (0)118 949 7721 or email info@dooruk.com
2. CHANGE MANAGEMENT
ACADEMY
If you would like to discuss any one of our programmes
please call on +44 (0)118 949 7721 or email info@dooruk.com
3. CHANGE MANAGEMENT
ACADEMY
Contents
Subject
Leading Change
Accelerating Implementation Methodology (AIM)
Project Management
Organisational Effectiveness
If you would like to discuss any one of our programmes
please call on +44 (0)118 949 7721 or email info@dooruk.com
4. LEADING CHANGE
CHANGE MANAGEMENT ACADEMY PROGRAMME
Do you lead change in your organisation?
Are you wanting strong followership of your change efforts?
Do you know what’s stopping you implement change effectively?
Target Group
Change is no longer a choice, it’s a constant. Organisations wishing to be successful can no longer afford
to view change as a periodic activity but change must be embedded in the culture of the organisations.
This programme is designed for anyone leading change in their organisation. We have created an
insightful programme, with very practical applications and based on strong research and study in the field
of change management.
Approach
We take a practical approach to this programme, encouraging participants to bring their own challenges to
the t bl
th table, and work on them throughout the programme, enabling real solutions t emerge.
d k th th h t th bli l l ti to
Topics
Building Change Teams
Goal Setting
Systems Thinking
Empowering People
Implementing Change
Training Objectives
At the end of this two day programme you will be able to:
1. Understand what it takes to lead change
2. Identify the need for change in your team or organisation
3. Create change teams to support the desired change in your organisation
4. Create a compelling vision of the change you require
5. Communicate the required change effectively
6. Lead the implementation of change more effectively
7. Create a culture of change
Duration
Two Days
If you would like to discuss any one of our programmes
please call on +44 (0)118 949 7721 or email info@dooruk.com
5. LEADING CHANGE
CHANGE MANAGEMENT ACADEMY PROGRAMME
Schedule Day Two
Day One Welcome Back
Introduction & Welcome Communicating For Success
Programme Objectives Leading Change
Personal Objectives Getting Buy-in
Leading Change Walking the Talk
Building A Change Team Empowering People
Champions of Change Taking Responsibility
Team Roles Barriers to Change
Role Clarity & Contribution Creating the Conditions of Change
Purpose & Goals Implementing Change
Stakeholders Needs Dealing with the Cynics
Creating a Compelling Vision Building Momentum
Strategy & Goals Visibility
Systems Continuous Improvement
Systems Thinking Culture of Change
Change Management Performance Management
Problem Solving & Decision Making Success Stories
Personal Action Planning Personal Action Planning
If you would like to discuss any one of our programmes
please call on +44 (0)118 949 7721 or email info@dooruk.com
6. ACCELERATING IMPLEMENTATION
METHODOLOGY (AIM)
CHANGE MANAGEMENT ACADEMY PROGRAMME
Do your change projects often stall or even fail?
Are you, your team and your organisation ready for change?
Do you know what’s stopping you implement change successfully?
Target Group
One of the most challenging aspects of any project is how to manage the human elements. While most
people understand that it’s important, they don’t have a purposeful, structured process that can be
systematically followed. This can lead to stalled implementations, sub-optimised results, and
sometimes project failure
failure.
Approach
In this fast-paced programme participants will learn how to improve their success rate and achieve the
intended Return on Investment (ROI). Ten critical elements for implementation success will be
reviewed, along with specific practical tactics that can be immediately applied. This programme is
brought to you through a strategic alliance between IMA Worldwide and DOOR Consulting.
Topics
Create organisational readiness for change
Develop a plan that generates durable sponsorship
Create a communication plan that drives behaviour change
Develop a Reinforcement Strategy that supports the new
performance expectations
Training Objectives
At the end of this training you will be able to:
1. Effectively define your change projects
2. Identify and develop your change agents capacity
3. Assess the climate for effective change
4. Generate sponsorship at all levels in y
p p your organisation
g
5. Determine your approach to change
6. Develop the readiness of the targets of change
7. Build an effective communication plan
8. Develop a reinforcement strategy that is unique to you and your organisation
9. Create a cultural fit for your change programme
10. Prioritise action for change in your organisation
Duration
Two Days
If you would like to discuss any one of our programmes
please call on +44 (0)118 949 7721 or email info@dooruk.com
7. ACCELERATING IMPLEMENTATION
METHODOLOGY (AIM)
CHANGE MANAGEMENT ACADEMY PROGRAMME
Planned Schedule
Day Two
Day One
Welcome Back & Review
Welcome & Introduction
Accelerating Implementation Methodology (AIM)
Determine Change Approach
Road Map
Change Approach Comparisons
Cost of Implementation Failure
The Psychology of Change
Accelerators
Define The Change
Project Overview
Develop Target Readiness
Implementation History Assessment
Resistance as a Function Of Change
Effective Behaviours in Managing Resistance
Build Agent Capacity
Individual Readiness Assessment
Effective Change Agents
Accelerators
Build Communication Plan
Change Agent Assessment
Unfreezing Communication
Refreezing Communication
Assess The Climate for Change
Communication Audit
Define The Climate
Accelerators
Develop Reinforcement Strategy
Organisational Stress Test
The Motivation for Change
Unfreezing & Refreezing Strategies
Generate Sponsorship
Targeted Reinforcement Index
Cast of Characters
Organisational Types
Creating Cultural Fit
Unsuccessful Sponsorship Strategies
Defining Corporate Culture
Successful Sponsorship Strategies
p p g
Change,
Change Corporate Culture & Values
Accelerators
Cultural Fit Accelerators
Sponsor Assessment
Prioritise Action
Accelerating Implementation Framework
If you would like to discuss any one of our programmes
please call on +44 (0)118 949 7721 or email info@dooruk.com
8. CHANGE PROJECT
MANAGEMENT
CHANGE MANAGEMENT ACADEMY PROGRAMME
Do all of your project get completed on-time and in-full?
Would you like to sharpen your project management skills?
Do you believe in continuous improvement?
Target Group
This programme is designed for managers, and leaders with experience of project management, who
wish to take time out to refresh and renew their focus on leading change projects effectively
time-out effectively.
Approach
We take a practical approach to this programme, encouraging participants to bring their own
challenges to the table, and work on them throughout the programme, enabling real solutions to
emerge.
Topics
Project Initiation
Directing & Controlling A Project
Project Planning
Closing A Project
Training Obj ti
T i i Objectives
At the end of this training you will be able to:
1. Define project management
2. Understand what is important about project leadership
3. Revisit project initiation & start-up
4.
4 Direct and control projects more effectively
5. Understand the leaders role in project planning
6. Decommission and close projects effectively
Duration
One Day
If you would like to discuss any one of our programmes
please call on +44 (0)118 949 7721 or email info@dooruk.com
9. CHANGE PROJECT
MANAGEMENT
CHANGE MANAGEMENT ACADEMY PROGRAMME
Programme Schedule
g
Day One
Welcome & Introduction
Introduction & Welcome
Programme Objectives
Personal Objectives
Change Project Management
Initiating A Project
Organisation & Planning
Project Leadership & The Team
Project Start-up “ A project gets a year late,
one d at a time”
day t ti ”
- Craig Hiles
Directing & Controlling A Project
Managing Product Delivery
Assessing Progress
Corrective Action
Project Planning
oject a g
Stage Planning
Change Management
Risk Management
Closing A Project
Decommissioning A Project
Follow-on
Follow on Actions
Evaluating A Project
Personal Action Planning
If you would like to discuss any one of our programmes
please call on +44 (0)118 949 7721 or email info@dooruk.com
10. ORGANISATIONAL
EFFECTIVENESS
CHANGE MANAGEMENT ACADEMY PROGRAMME
How well do you understand the needs of your stakeholders?
How do you create your organisational strategies & plans?
How do you keep score?
Target Group
This programme is designed for managers and leaders who wish to address the issues that challenge
their team organisational effectiveness. We have created a lively and interactive event for managers and
leaders to engage in discussion, debate and challenge, about the effectiveness of all or parts of the
organisation.
Approach
We take a practical approach to this programme, encouraging participants to bring their own challenges to
the table, and work on them throughout the programme, enabling real solutions to emerge.
Topics
Stakeholders Needs & Expectations
Vision, Purpose & Values
Strategy & Goals
Systems & Processes
People & C lt
P l Culture
Training Objectives
At the end of this two day programme you will be able to:
1. Review your understanding of stakeholders needs & expectations
2. Create a compelling vision of the future
3. Determine the strategy to achieve their vision
4. Apply creative & critical thinking skills
5. Design systems to support their desired outcomes
6. Create a culture to deliver their priorities
7. Create the measures of success
Duration
Two Days
If you would like to discuss any one of our programmes
please call on +44 (0)118 949 7721 or email info@dooruk.com
11. ORGANISATIONAL
EFFECTIVENESS
CHANGE MANAGEMENT ACADEMY PROGRAMME
Schedule
Day One
y Day Two
y
Introduction & Welcome Welcome Back
Programme Objectives
Personal Objectives Systems & Processes
Organisational Effectiveness Systems Thinking
Change Management
Stakeholders Problem Solving & Decision Making
Stakeholder Needs Analysis
y
Stakeholder Metrics People & Culture
Partnership Model Talent Management
Managing Change
Vision - Purpose – Values Problem Solving & Decision Making
Creating A Compelling Vision
Defining Purpose Scoreboard
Identifying Values Accountability
Keeping Score
Strategy & Goals Performance Management
Creative & Critical Thinking
Strategic Planning Return On Expectations
Goal Setting Evaluation
Measurement
Planning Reporting
Strategy Into Action
Business Planning Personal Action Planning
Project Planning
Personal Action Planning
If you would like to discuss any one of our programmes
please call on +44 (0)118 949 7721 or email info@dooruk.com
12. DOOR Consulting Limited 200 Brook Drive Green Park Reading RG2 6UB United Kingdom
Tel: +44 (0)118 949 7721 Email: info@dooruk.com Web: www.dooruk.com