The document proposes a rewards and incentives program for 2000 that encourages process improvement and culture change. It recommends allocating points rather than dollars for awards to provide more flexibility. The program would recognize individual, team, and cross-team efforts through a web-based kudo card system. It aims to link performance evaluations to corporate goals and distribute $100,000 in cash awards based on a company's overall performance points.
While ITIL represents a lot of paperwork to perform IT Services Management, there are some tools, and in particular Open Source tools that may be extremely useul in the establishment of an ITIL compliant IT service management program.
Presentation delivered by Greg Lamberson, Vice President, Planning, Frontier Energy Services, LLC at the marcus evans Energy Pipeline Management Summit 2018 in Dallas, TX
On May 3rd, C/D/H hosted a webinar with New Horizons Computer Learning Centers on SharePoint and Project Server – and why they are the right tool combination for managing your projects—no matter how big—or how small.
Attendees learned an overview of Microsoft Project and SharePoint, Project Server architecture, SharePoint and Project integration, and reporting. David Tappan, a SharePoint consultant at C/D/H, also provided his insights on Microsoft Project from a SharePoint administrator’s perspective, including adding Project Server to your existing farm and how Project Server changes SharePoint administrative procedures.
View C/D/H’s SharePoint and Project Server slide deck and find out why Project Server, combined with SharePoint, can be useful in almost every project management office.
And for more information on this or other project management topics, visit our blog at www.cdhtalkstech.com.
From PMO to OPM (Building and Sustaining the Organizational Project Management System)
Many organizations have invested into project management training, yet projects still fails, or provide less than optimal solutions. Other organizations have implemented project management offices (PMO), yet some of these PMO are failing, or not delivering the essential benefits, or not living up to executives' performance expectations. In other words, there are gaps. The gaps are in term of knowledge, expertise, practice, and perhaps are due to not implementing the right solution.
What is the solution? Is project management training enough? Is investing in certification training (such PMP, PRINCE2, or other certifications) enough? Are the certified individuals able to deliver benefits and improve organizational performance?
To achieve the strategic benefits of project management, it is CRUCIAL to close the gap between knowledge and practice, gaps that cannot be filled by training or certification only. Organizations must recognize the need to invest into their organizational project management as a system. A system approach will lead to implementing the governance, policies, processes, framework, and project management methodology for managing projects successfully.
Growing Your Association through Innovative Membership ModelsTony Rossell
Developing new membership models take a long term marketing concept called product line extension and apply it to an association’s membership product. Many associations are moving away from a traditional “one size fits all” membership and instead offering a portfolio of membership options that allow a prospect to select a package that best meets their content needs and budget. New membership models range from a tiered membership structure, to group membership, to an option for selecting either individual or organizationally based membership package. Properly deployed, these new models can help an association increase member engagement, numbers, and revenue.
Webinar creating a_compensation_calendar_everyone_lovesPayScale, Inc.
Compensation is one of the many critical areas of responsibility for most HR teams, and having a well-planned compensation calendar is a key component to your talent strategy.
This webinar will guide you through a typical compensation calendar so you can determine:
The best time to create a comp calendar
How to improve upon your talent planning processes for the coming year
How to integrate your compensation calendar with other responsibilities such as recruitment and benefits
This webinar is approved for 1.0 HRCI re-certification credit.
While ITIL represents a lot of paperwork to perform IT Services Management, there are some tools, and in particular Open Source tools that may be extremely useul in the establishment of an ITIL compliant IT service management program.
Presentation delivered by Greg Lamberson, Vice President, Planning, Frontier Energy Services, LLC at the marcus evans Energy Pipeline Management Summit 2018 in Dallas, TX
On May 3rd, C/D/H hosted a webinar with New Horizons Computer Learning Centers on SharePoint and Project Server – and why they are the right tool combination for managing your projects—no matter how big—or how small.
Attendees learned an overview of Microsoft Project and SharePoint, Project Server architecture, SharePoint and Project integration, and reporting. David Tappan, a SharePoint consultant at C/D/H, also provided his insights on Microsoft Project from a SharePoint administrator’s perspective, including adding Project Server to your existing farm and how Project Server changes SharePoint administrative procedures.
View C/D/H’s SharePoint and Project Server slide deck and find out why Project Server, combined with SharePoint, can be useful in almost every project management office.
And for more information on this or other project management topics, visit our blog at www.cdhtalkstech.com.
From PMO to OPM (Building and Sustaining the Organizational Project Management System)
Many organizations have invested into project management training, yet projects still fails, or provide less than optimal solutions. Other organizations have implemented project management offices (PMO), yet some of these PMO are failing, or not delivering the essential benefits, or not living up to executives' performance expectations. In other words, there are gaps. The gaps are in term of knowledge, expertise, practice, and perhaps are due to not implementing the right solution.
What is the solution? Is project management training enough? Is investing in certification training (such PMP, PRINCE2, or other certifications) enough? Are the certified individuals able to deliver benefits and improve organizational performance?
To achieve the strategic benefits of project management, it is CRUCIAL to close the gap between knowledge and practice, gaps that cannot be filled by training or certification only. Organizations must recognize the need to invest into their organizational project management as a system. A system approach will lead to implementing the governance, policies, processes, framework, and project management methodology for managing projects successfully.
Growing Your Association through Innovative Membership ModelsTony Rossell
Developing new membership models take a long term marketing concept called product line extension and apply it to an association’s membership product. Many associations are moving away from a traditional “one size fits all” membership and instead offering a portfolio of membership options that allow a prospect to select a package that best meets their content needs and budget. New membership models range from a tiered membership structure, to group membership, to an option for selecting either individual or organizationally based membership package. Properly deployed, these new models can help an association increase member engagement, numbers, and revenue.
Webinar creating a_compensation_calendar_everyone_lovesPayScale, Inc.
Compensation is one of the many critical areas of responsibility for most HR teams, and having a well-planned compensation calendar is a key component to your talent strategy.
This webinar will guide you through a typical compensation calendar so you can determine:
The best time to create a comp calendar
How to improve upon your talent planning processes for the coming year
How to integrate your compensation calendar with other responsibilities such as recruitment and benefits
This webinar is approved for 1.0 HRCI re-certification credit.
Chances are, you think differently about compensation now than you did a few months ago. Let’s face it, COVID-19 made us think differently about a lot of things, did it not? And although you’ve survived the crisis so far, you recognize your pay strategy going forward probably needs to change.
But change how? Exactly what should be different?
This broadcast was created to help you answer that question. We recognize business leaders like you are struggling to determine how you can effectively reward performance in the new economy without creating the same financial vulnerabilities you’ve just lived through. We can think we can help.
Within 8 years of its inception, NDPL is now deemed as the benchmark organization in Indian electricity distribution sector. Tata Business Excellence Model (TBEM) has been the chosen framework to build sustainability. Process improvements and employee engagement are the central concepts of TBEM. In late 2007 we deployed an innovative initiative called SHINE in this regard. SHINE flourishes on employees’ ideas, creativity and gap identification based on data analysis. More importantly, it is a holistic approach and provides a user-friendly system for the users / innovators. It is non-prescriptive in terms of usage of tool(s). SHINE works on principles of ‘distributed leadership’, ‘empowerment to all’ and ‘challenge the status quo’. This paper tries to capture the concept, and pains & gains in this journey of NDPL.
All about agile certified product management and product ownerAIPMM Administration
Agile development has dramatically changed how software is delivered as well as the role of the Product Manager when working with their teams. The 280 Group Product Management Challenges survey showed that of those companies doing Agile, 70% of the Product Managers were ALSO Product Owners. Yet less than 2% of Product Managers have been trained on either role. Without a thorough understanding and deep expertise of Agile methods, such as Scrum, Lean, XP and Kanban, the Product Manager and/or Product Owner can'ÃÂt effective lead the team and drive the strategy and development of their products.
This webinar will provide all of the details about the AIPMM Agile Certified Product Manager and Product Owner credential and the 280 Group course that prepares you for taking the exam. Unlike other Agile credentials and courses that teach ONLY Product Owner information, this class teaches everything you would learn in a Product Owner course (all of the topics of a CSPO Certified Scrum Product Owner course) PLUS it teaches you the core Product Management and team leadership skills you need to succeed. After taking the course and passing the certification exam you'll be an expert in Agile and will be able to effectively lead your team. You'll also have a worldwide standard certification that shows you thoroughly understand Agile, which will help you get your next promotion and open up other opportunities.
Topics that will be covered include:
- What Agile is, and why you MUST gain a deep understanding of how it works
- The roles of the Product Manager and the Product Owner
- Key skills you must have to succeed with an agile team
- What the certification course and exam cover, and why they are critical to your career success
Join Brian Lawley, CEO and Founder of the 280 Group, the world's leading Product Management and Product Marketing consulting and training firm, for this webinar. Brian is a Certified Product Manager, Certified Product Marketing Manager and an Agile Certified Product Manager. He is the author of five bestselling Product Management books, former President of the Silicon Valley Product Management Association and is the recipient of the AIPMM Excellence in Product Management Thought Leadership Award.
Preparing Your Exit Strategy from Veterinary PracticeOculus Insights
Dr Mike Pownall presented a half day session during the Oculus Insights 2017 EU Summits in Amsterdam on planning an exit strategy for practice owners for any type of veterinary practice.
Keynote Presentation: Incremental Innovation in the Age of the Customer - Sim...Adestra
How do you evolve your program over time? With the challenges of just getting an email program out the door, sometimes finding time to do something innovative alludes us. Yet, we're keenly aware of the demands and expectations of our customer base and ensuring that we have the highest level of relevance and driving higher and higher results. Join noted author and a leading authority in email marketing in an energetic and insighful discussion on what you can do to drive your program to new levels, implement testing and think of strategy first and tactics second!
Dr. Nazareth Nicolian was the speaker at PMI Lebanon Chapter monthly lecture and gave a lecture titled “Local Challenges and Trends in Project Management”
Lecture Outline
* Local PM Challenges
* International Trends in PM
* Critical Success factors in PM
Lecture Objectives
* Discuss some of the challenges that local organizations face in managing projects
* Explore international trends in PM and discuss their applicability in Lebanon
* Discuss the need to move from PM to Benefits Management (BM)
* Discuss the Benefits Management practices
Similar to eCIO PPT 2000 SPI CC REWARDS AND INCENTIVES (20)
Annual Operations (AOP) and Long-Range (LRP) Planning ProcessDavid Niles
Outline an approach to the development of an Annual Operating Plan (AOP) and Long-Range Planning (LRP) process. Show an appropriate timeline to this process.
Describe the background to Hoshin Charts, Affinity Diagrams and how they fit into the AOP and LRP processes
Illustrate examples of Enterprise Infrastructure Goals and Objectives for a large manufacturing organization, and how they could fit into an AOP.
1. REWARDS AND INCENTIVES
SOFTWARE PROCESS IMPROVEMENT & CULTURE CHANGE
REWARDS & INCENTIVES COMMITTEE
FEP OPERATIONS CENTER, CAREFIRST BLUE CROSS/BLUE SHIELD
(IT 2700-XX V 0.1 DRAFT: FOR DISCUSSION PURPOSES)
PRESENTATION
as of: 2000
Prepared for:
• Departmental IT OCI’s
• Those interested in steps that could improve the culture associated with
staff which also promotes general process improvements
Prepared By:
David Niles; Director Systems Development
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 1
2. VALUE PROPOSITION/PROBLEM STATEMENT/
TAKEAWAYS
• Concepts presented of a reward and incentive program that encourages the
following:
– Peer to Peer awards provide individual recognition
– Encourages recognition of efforts of others, thus promoting Team Spirit
– Team Leader/Manager Recognition of Group efforts and accomplishments
– Cross Sectional Team Awards recognize cooperative/ collaborative efforts of all
– Point System allows greater flexibility
– Links individual performance evaluations with corporate performance
– Rewards high performance individuals fairly, while encouraging others to
strive to improve
– Self-adjusting year-over-year, not constrained to “same ole, same ole”
– Simplicity (Web based, automated process)
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3. COMMITTEE MEMBERS
The 1999 Committee Members
– Rich Fogg
– Sherry Fogg
– Chris Gray
– Matt Hardy
– David Niles
– Michelle Penny
– Evelyn Ricks
The 2000 Committee Members
– Vilna Bonilla-Kenny
– Grier Greene
– Julie Hickman
– Tom Nuhn
– Valerie O’Brien
– Michelle Penny
– Tawana Thomas
– Corporate Sponsor: David
Niles
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4. THE OBJECTIVES OF OUR PRESENTATION
• Review 1999 Rewards & Incentives Program
• Introduce 2000 Rewards & Incentives Program
• Provide Procedures for WEB based Kudo Kard Award System
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5. 1999 REWARDS & INCENTIVES
• $150,000 Total Amount Available
• $100,000 Departmental Incentive Award
• $50,000 Kudo Kard Award Money
– $15,000 Peer to Peer Recognition
– $30,000 Team Recognition (Managers)
– $5,000 Cross Team Recognition (Senior Management)
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6. 1999 KUDO KARDS AWARDED TO ASSOCIATES
• PEER TO PEER - 531
• MANAGER’S - 232
• DIRECTOR’S - 112
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8. KUDO KARD 2000
SAY THANK YOU
WITH A KUDO KARD
REMINDER:
IF YOU GET YOUR KUDO KARDS APPROVED BY ____________.
COULD BE IN YOUR HANDS BY ______________________.
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9. Did you have
too much work?
Did someone lend a
helping hand?
Don’t quite know
how to say “Thank
You”?
KUDO KARD 2000
THE PERFECT
“THANK YOU”
GIVE THE GIFT OF TRUE BUSINESS GRATITUDE
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10. Don’t quite know how to say thank you?
THE PERFECT
THANK YOU
KUDO KARD 2000
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11. 1999 DEPARTMENTAL INCENTIVE
• The 1999 Director’s Office Performance Point Rating was 118.17 points for the
FEPOC
• The Departmental Incentive Award of $90,850 was distributed to FEPOC Associates
and Non-FEP Support Staff
• Overall, the consensus from Ops Center Associates was:
– the 1999 Rewards & Incentive program was a BIG success.
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12. HOW COMMITTEE DEVELOPED 2000
RECOMMENDATIONS
• Reviewed FEPOC 1999 Rewards and Incentives
• Solicited feedback from FEPOC Associates
• Reviewed and analysis Associate feedback
• Brainstormed ideas and other corporate suggestions
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 12
13. COMMITTEE’S RECOMMENDATION
YEAR 2000
• Based on $150,000 Reward Total:
• Points are to be awarded rather than dollar amounts for the Kudo Kard Awards
(50,000 Total)
– 34,100 points Peer to Peer Recognition
– 11,680 points Managers Recognition
– 4,220 points Senior Managers Recognition
• $100,000 divided among FEPOC Associates
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14. HOW HAS THE PROGRAM CHANGED?
• Kudo Points rather than dollars are awarded
• More flexibility for Kudo Point Awards
• Allocated more for Peer to Peer Recognition
• Kudo Points redeemed monthly for money
• Kudo Kards are automated & Web based
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15. 2000 KUDO POINT ALLOCATIONS
• Peer to Peer Award:
• 110 Points for each full and part time Associate.
• Manager Award:
• 40 Points for each Associate in his/her Section.
• Director Award:
• 844 Points each
• Vice President Award:
• 844 Points
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16. 2000 KUDO KARD AWARDS
• Kudo Kards:
– based on Points
– Each Point = $1.00
• Points awarded in increments of 10 points
• Monthly redemption minimum is 40 points
– Pay out will be received in a separate check
• At year-end, un-used points are redeemed back to the committee
• Associates cannot award themselves
• Associates can award other FEPOC or NCA associates
• Associates may receive multiple Kards
• Un-used Point(s) will be used to purchase Department equipment
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 16
17. 2000 CASH AWARD OF $100,000 DIVIDED AMONG FEP
ASSOCIATES & OC SUPPORT AREAS
• Total cash incentive tied to Performance Points awarded from the FEP Director’s
Office
• For each Point above 100 points, 5% of the total cash award would be available for
distribution
• Examples:
– 100 points = $0 105 points = $ 25,000
– 110 points = $50,000 115 points = $ 75,000
– 117 points = $85,000 120 points = $100,000
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 17
18. 2000 CASH AWARD OF $100,000 DIVIDED AMONG FEP
ASSOCIATES & OC SUPPORT AREAS(CONTINUED)
• Award based on Performance Evaluation (PE) Ratings
• Only PE Ratings of 3 or higher are considered
• Example based on 260 FEP Associates plus 10 FTEs from the Support areas:
– PE Rating # of Associates
– 5 10
– 4 30
– 3 210*
– 2 10
– 1 10
• * includes 10 Support areas FTEs
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 18
19. 2000 CASH AWARD OF $100,000 DIVIDED AMONG FEP
ASSOCIATES & OC SUPPORT AREAS (CONTINUED)
• PE Rating x # of Associates = Total Shares
– 5 x 10 = 50
– 4 x 30 = 120
– 3 x 210 = 630 Total Shares = 800
• $100,000 / 800 = $125 (amount per share)
• Associate Pay Out = PE Rating x $125
– PE 5 = 5 x $125 = $625
– PE 4 = 4 x $125 = $500
– PE 3 = 3 x $125 = $375
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20. ADVANTAGES OF REWARDS SYSTEM FOR 2000
• Peer to Peer awards provide individual recognition
• Encourages recognition of efforts of others, thus promoting Team Spirit
• Team Leader/Manager Recognition of Group efforts and accomplishments
• Cross Sectional Team Awards recognize cooperative/ collaborative efforts of all
• Point System allows greater flexibility
• Simplicity (Web based, automated process)
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 20
21. KUDO KARD WEB BASED SYSTEM
Kudo Kard Award Process
REWARDS & INCENTIVES Program
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22. SIGN ON - NEW USER
DOUBLE CLICK THE
INTERNET EXPLORER
ICON
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23. SIGN ON – NEW USER
SELECT SYSTEM
SUPPORT
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 23
24. SIGN ON - NEW USER
CLICK
“NEW USER” BUTTON
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 24
25. SIGN ON - NEW USER
INSERT USER INFORMATION
CLICK “SEND REQUEST”
BUTTON
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 25
26. SIGN ON - NEW USER
CONFIRMATION SCREEN
CLICK THE “X” BUTTON AT
THE TOP RIGHT HAND
CORNER TO EXIT INTERNET
EXPLORER
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 26
27. SIGN ON - NEW USER
• After you receive the Email confirmation with your password, follow the sign on
procedures for Regular Users.
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 27
28. SIGN ON - REGULAR USER
DOUBLE CLICK THE
INTERNET EXPLORER
ICON
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 28
29. SIGN ON - REGULAR USER
SELECT SYSTEM
SUPPORT
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 29
30. SIGN ON - REGULAR USER
CLICK
“CHANGE PASSWORD”
BUTTON
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 30
31. SIGN ON - REGULAR USER
FILL IN ALL INFORMATION
(ENTERING NEW PASSWORD
TWICE)
CLICK “CHANGE PASSWORD”
BUTTON
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 31
32. SIGN ON - REGULAR USER
IF YOU PREVIOUSLY CLOSED YOUR
BROWSER, BY CLICKING THE X
BUTTON AT THE TOP RIGHT HAND
CORNER TO EXIT INTERNET
EXPLORER, YOU NEED TO SIGN
BACK ON.
DOUBLE CLICK THE INTERNET
EXPLORER ICON AND FOLLOW THE
PROCEDURES TO DISPLAY THIS
WINDOW.
ENTER YOUR EMAIL ID AND YOUR
PASSWORD.
CLICK “LOG ON” BUTTON.
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33. SIGN ON - REGULAR USER
IF YOU WANT YOUR
EMAIL AND
PASSWORD SAVED,
CLICK THE “YES”
BUTTON.
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 33
34. REWARD & INCENTIVE PROGRAM
SELECT REWARD &
INCENTIVE PROGRAM
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35. KUDO KARD AWARD PROCESS
SELECT
KUDO KARD
AWARDS
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 35
36. PRESENTING A KUDO KARD
SELECT
00 PRESENTING A KUDO
KARD
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 36
37. PRESENTING A KUDO KARD
IF RECIPIENT IS NOT LOCATED IN
THE RECIPIENT INFO LIST, CLICK
THE “REQUEST TO ADD A
RECIPIENT” BUTTON,
FILL IN RECIPIENT INFORMATION
AND CLICK THE “SEND REQUEST”
BUTTON,
MESSAGE - “YOU WILL BE NOTIFIED
BY EMAIL WHEN THIS PERSON IS
ADDED TO THE SYSTEM”.
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 37
38. PRESENTING A KUDO KARD
IF RECIPIENT IS LOCATED
IN THE RECIPIENT INFO
LIST, SELECT THE
RECIPIENT’S NAME AND
EMAIL ADDRESS.
ENTER REASON
SELECT AWARD POINTS
FROM DROP-DOWN BOX
CLICK “CONFIRM”
BUTTON
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 38
39. PRESENTING A KUDO KARD
VERIFY DATA THAT YOU
ENTERED IS CORRECT AND
CLICK “ADD KUDO” BUTTON
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 39
40. PRESENTING A KUDO KARD
CONFIRMATION SCREEN
CLICK THE X BUTTON AT THE
TOP RIGHT HAND CORNER TO
EXIT INTERNET EXPLORER. OR,
CLICK THE “BACK TO KUDO
KARD PRESENTING PAGE”
BUTTON TO PRESENT
ADDITIONAL KARDS
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 40
41. AWARD PROCESS
SELECT REWARD &
INCENTIVE
PROGRAM
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 41
43. RECEIVING A KUDO KARD
SELECT “00 RECEIVING A
KUDO KARD”
THE KUDO KARD RECEIVED
LIST WILL BE DISPLAYED
SELECT THE SPECIFIC ID #
YOU WANT TO REVIEW
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 43
44. RECEIVING A KUDO KARD
COMPLETE THE “RECIPIENT
SSN” FIELD AND CLICK THE
“SUBMIT” BUTTON TO
ACCEPT THE KUDO KARD
TO DECLINE, SELECT THE
“DECLINE” BUTTON OPTION
AND CLICK “SUBMIT” BUTTON
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 44
45. RECEIVING A KUDO KARD
YOU WILL BE RETURNED
TO THE KUDO KARDS
RECEIVED LIST TO SEE
THE REMAINING KUDO
KARDS
SELECT NEXT KUDO
KARD ID #, OR CLICK
THE X BUTTON AT THE
TOP RIGHT HAND
CORNER TO EXIT
INTERNET EXPLORER.
Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH Page: 45
47. PRESENTERS BACKGROUND
• David Niles (djn_bus@msn.com)
– Director, Systems Development
• USA Federal Government Health Care, Washington DC
– Director Enterprise Infrastructure
• Sanmina-SCI Contract Manufacturing, San Jose CA, Huntsville AL
• Largest Oracle ERP instance in the world… HSV Z series, Superdomes
– Director, Project Control And Service Management
• Sanmina-SCI, Chennai India Guadalajara MX
• Mergers and Acquisitions, DRP, SOX, GSC, PMO
– Sr. Director Support Services
• Burlington Coat Factory, Philadelphia PA
• Change Control, GSC, Asset Management, Field Services, Technical Services,
PMO
– Program Director, Day 2 Wipro
– Special advisor, CIO/COO Macmillan Publishing NYC
Page: 47Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH
48. TOOLKITS USED IN THE ASSISTANCE FOR COLLECTION OF
INFORMATION
• Mindmap
• eCIO Executive Workbench
– Toolkit and examples for all facets of the
workplace for managers, executives and
the individuals contributor
– Leave your card and I’ll get you a copy
Page: 48Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH
49. Icons used in this presentation;
As you review this presentations, you will see icons that are designed to call your attention to
specific pieces of information. Here they are with descriptions:
When you see this icon, you know you’re about to get helpful tips and practical advice to
help
The text next to this icon typically contains important information that helps you stay on
track
I use this icon as a red flag. It draws your attention to items that could sidetrack your
progress.
This icon highlights technical material, which you can use for further investigation
END OF PRESENTATION
Page: 49Wednesday, October 28, 2015ECIO EXECUTIVE WORKBENCH
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