This document provides an overview of capacity building programs for the mining industry in the Philippines regarding environmental management and monitoring. It discusses the key government agencies and regulations involved, including the Mines and Geosciences Bureau (MGB), Environmental Management Bureau (EMB), and laws such as the Philippine Environmental Impact System and Philippine Mining Act. The environmental impact assessment (EIA) process is summarized, which involves evaluating project impacts, developing mitigation measures, and obtaining an Environmental Compliance Certificate (ECC). It also outlines the requirements for companies to prepare an Environmental Protection and Enhancement Program (EPEP) and undergo monitoring by a Multi-Partite Monitoring Team to ensure compliance with the ECC and EPEP.
The document provides information on various problem solving and decision making techniques including:
- The Pareto principle which states that roughly 80% of outcomes result from 20% of causes. This helps prioritize efforts on the most impactful areas.
- MoSCoW prioritization which categorizes tasks as "Must have", "Should have", "Could have", and "Wouldn't have".
- Flowcharts which visually depict processes and decision points using standard symbols to improve understanding.
- Brainstorming and breakout sessions to generate and analyze ideas from multiple perspectives.
- Situational, problem, decision, and potential problem analysis techniques to comprehensively examine issues.
This document provides an outline for a course on strategic management. It defines key terms used in strategic management like strategists, mission statements, external opportunities/threats, internal strengths/weaknesses, objectives, strategies, and policies. It describes the stages of the strategic management process as strategy formulation, implementation, and evaluation. Environmental scanning is discussed as the process of gathering external information on opportunities and threats. The internal and external environments are also defined.
Ethiopian Government Accounting System.pptxJaafar47
The document provides an overview of Ethiopia's government accounting system reforms and budget process. It discusses the objectives of reforming the accounting system to a double-entry system and improving various aspects like transparency, controls, and information reporting. It also describes the key stages of Ethiopia's annual budget cycle/process culminating in legislative approval. Various accounting classifications and codes used in the budget are defined, including codes for jurisdictions, expenditure type, functional classifications, and other categories.
this is a presentation i prepared for my submission in the subject management 2 . The chapter is strategic management . hope you guys find this useful !!!
This is the first lecture of 40 lectures planned for Anna University/Anna University of Technology students of 3ed semester MBA. Please provide your comments. The required notes will be uploaded soon.
The document discusses the project life cycle and its phases. It begins by introducing systems development cycles and how projects fit within the first three phases of conception, definition, and execution. It then describes the typical phases a project passes through as initiation, planning, execution, monitoring/controlling, and closing. Finally, it explains the significance of segmenting projects into phases and how it allows for management of work, resources, deliverables, costs, and risks throughout the project.
This document discusses strategic control processes, including both quantitative and qualitative methods. Quantitative methods include comparing financial metrics over time, against competitors, and industry averages. Qualitative methods include balanced scorecard approaches, which translate strategic goals into measurable objectives in areas like customers, finances, internal processes, and learning/innovation. The balanced scorecard helps organizations evaluate strategy implementation, communicate strategic direction, and determine success or failure of strategies.
This document provides an overview of capacity building programs for the mining industry in the Philippines regarding environmental management and monitoring. It discusses the key government agencies and regulations involved, including the Mines and Geosciences Bureau (MGB), Environmental Management Bureau (EMB), and laws such as the Philippine Environmental Impact System and Philippine Mining Act. The environmental impact assessment (EIA) process is summarized, which involves evaluating project impacts, developing mitigation measures, and obtaining an Environmental Compliance Certificate (ECC). It also outlines the requirements for companies to prepare an Environmental Protection and Enhancement Program (EPEP) and undergo monitoring by a Multi-Partite Monitoring Team to ensure compliance with the ECC and EPEP.
The document provides information on various problem solving and decision making techniques including:
- The Pareto principle which states that roughly 80% of outcomes result from 20% of causes. This helps prioritize efforts on the most impactful areas.
- MoSCoW prioritization which categorizes tasks as "Must have", "Should have", "Could have", and "Wouldn't have".
- Flowcharts which visually depict processes and decision points using standard symbols to improve understanding.
- Brainstorming and breakout sessions to generate and analyze ideas from multiple perspectives.
- Situational, problem, decision, and potential problem analysis techniques to comprehensively examine issues.
This document provides an outline for a course on strategic management. It defines key terms used in strategic management like strategists, mission statements, external opportunities/threats, internal strengths/weaknesses, objectives, strategies, and policies. It describes the stages of the strategic management process as strategy formulation, implementation, and evaluation. Environmental scanning is discussed as the process of gathering external information on opportunities and threats. The internal and external environments are also defined.
Ethiopian Government Accounting System.pptxJaafar47
The document provides an overview of Ethiopia's government accounting system reforms and budget process. It discusses the objectives of reforming the accounting system to a double-entry system and improving various aspects like transparency, controls, and information reporting. It also describes the key stages of Ethiopia's annual budget cycle/process culminating in legislative approval. Various accounting classifications and codes used in the budget are defined, including codes for jurisdictions, expenditure type, functional classifications, and other categories.
this is a presentation i prepared for my submission in the subject management 2 . The chapter is strategic management . hope you guys find this useful !!!
This is the first lecture of 40 lectures planned for Anna University/Anna University of Technology students of 3ed semester MBA. Please provide your comments. The required notes will be uploaded soon.
The document discusses the project life cycle and its phases. It begins by introducing systems development cycles and how projects fit within the first three phases of conception, definition, and execution. It then describes the typical phases a project passes through as initiation, planning, execution, monitoring/controlling, and closing. Finally, it explains the significance of segmenting projects into phases and how it allows for management of work, resources, deliverables, costs, and risks throughout the project.
This document discusses strategic control processes, including both quantitative and qualitative methods. Quantitative methods include comparing financial metrics over time, against competitors, and industry averages. Qualitative methods include balanced scorecard approaches, which translate strategic goals into measurable objectives in areas like customers, finances, internal processes, and learning/innovation. The balanced scorecard helps organizations evaluate strategy implementation, communicate strategic direction, and determine success or failure of strategies.
PESTEL analysis - strategic management - Manu Melwin Joymanumelwin
PESTEL analysis is one important tool that executives can rely on to organize factors within the general environment and to identify how these factors influence industries and the firms within them.
The document discusses improving the Request for Deviation (RFD) process from a manual to electronic system. Currently, RFDs take days or weeks to process but should be completed within a business day. The project will analyze the current process, measure completion times, identify sources of variation, and implement an electronic RFD form and tracking system to standardize and speed up the process.
Strategic Planning and Environmental MonitoringJJAnthony
This document discusses strategic planning and environmental monitoring. It provides an overview of the strategic planning process and different models for it. Environmental monitoring is defined as tracking external factors that could impact an organization. Key aspects discussed include the types of information to monitor in the macro environment, industry, competitive, and internal environments. An approach using a Strategic Information Scanning System is presented for organizing environmental data collection and integration into strategic planning. Broad organizational involvement in strategic planning and continuous application of the plan are emphasized.
The document discusses reasons for cost and time overruns in Indian infrastructure projects. It identifies external factors like delays in regulatory approvals and land acquisition, and internal factors like ineffective project planning and monitoring as causes for schedule overruns. For cost overruns, it points to scope changes, inadequate project reports, and price escalations beyond projections as key reasons. It recommends establishing project management offices for monitoring, adopting risk management techniques, and implementing strategies like periodic reviews and cost escalation clauses to control schedule and cost overruns.
COEPD - Center of Excellence for Professional Development is a primarily aBusiness Analyst and PMP Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in PMP Training and Business Analyst Training in Hyderabad, Chennai,Pune, Mumbai&Vizag. We offer PMP and Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
For More Details Please Contact us:
Visit at http://www.coepd.comorhttp://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
This document defines key project management terms and concepts. It discusses the roles of a project manager and different types of project managers. The document also outlines the project life cycle phases including initiation, planning, execution, control, and close-out. It defines important project documents like the project charter and change control board. Finally, it discusses the knowledge areas of project management including integration management, scope management, scheduling, cost, quality, and risk management.
This document discusses project management and provides information about defining, planning, executing, monitoring, and closing projects. It defines what a project is and lists some key characteristics. It explains that projects have objectives that should be specific, measurable, agreed upon, realistic and time-related. The document also discusses challenges that can impact projects like costs, quality, time, organizational politics and external issues. It describes the tasks of a project manager and phases in a project life cycle.
The document discusses an environmental management system (EMS) tool that consists of guidance notes, a manual, and registers to help organizations establish an EMS based on the ISO 14001 framework. The guidance notes explain each EMS section and the steps to implement an EMS, while the registers and manual provide templates for documentation. The tool is designed to help organizations identify their environmental impacts, comply with regulations, and continually improve their environmental performance through a systematic EMS.
Projects are temporary endeavors undertaken to create unique products, services or results. They differ from operations which sustain ongoing business work. Projects have defined beginnings and ends. The document discusses key attributes of projects including their objectives, resources, constraints of scope, time and cost, management approaches, and factors determining their success. Effective project managers balance competing demands to deliver projects on schedule and budget.
This document discusses the key topics covered in an economics lecture, including project planning, execution, termination, and the importance of proper planning. It emphasizes that the project plan should establish detailed directions for the project team, including deliverables, timelines, resources, and allowances for risk. A successful project launch meeting is also critical to align objectives and address major risks. The project charter and work breakdown structure are key components of the project plan for defining tasks, resources, schedules, personnel needs, and risk management. Thorough planning is necessary to ensure project success.
How to write an development project evaluation report. Format and principle guidelines for mid-term and for completed projects. This format can be used for any kind of development project.
This document discusses monitoring and evaluation (M&E) for watershed development projects. It outlines lessons learned from past projects, including weak coordination, lack of stakeholder involvement, and inadequate M&E. Key issues to address are strategic coordination, beneficiary commitment, and strengthening M&E. The document describes the importance of M&E in providing feedback and corrective steps. It outlines different types of M&E including concurrent monitoring, impact assessment, and self-assessment. Finally, it discusses structures and methodologies for implementing effective M&E.
This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
Environmental scanning is the process of gathering information about events and relationships in a company's external environment that can assist management in strategic decision-making. It involves monitoring the political, economic, social, technological, environmental, and legal factors in areas where a company operates or plans to operate. The objectives of environmental scanning include detecting important trends, identifying potential threats and opportunities, promoting future orientation, and alerting management to converging or diverging trends. Common techniques for environmental scanning include SWOT analysis, PEST analysis, and developing issue priority matrices to determine which trends require closer monitoring.
The document discusses resource allocation in project management. It defines resources as anything required to accomplish an activity or undertake an enterprise. The basic resources are land, labor, and capital. Resource allocation involves assigning available resources in an economic way and scheduling activities and their resource needs based on both resource availability and project time. Techniques to avoid over-allocating resources include resource leveling, prioritizing projects, linking tasks, leaving breathing room in schedules, and avoiding an approach where teams constantly put out fires.
A feasibility study analyzes the viability of a proposed business idea or project. It focuses on answering whether the project should proceed by identifying potential problems. The document discusses the purpose of conducting a feasibility study, including determining if a business idea will work and be profitable before expending resources. It also differentiates a feasibility study from a business plan, noting that a feasibility study investigates viability while a business plan provides the action plan if an idea is deemed viable.
This document discusses strategy evaluation and control. It explains that strategy evaluation ensures companies achieve their objectives by comparing performance to goals and taking corrective actions. An effective evaluation process determines metrics, sets standards, measures performance, and takes action if needed. The document also outlines Rumelt's criteria for evaluating strategies, which are consistency, consonance, feasibility, and competitive advantage. It notes that evaluating strategies is challenging due to increasing environmental complexity and uncertainty.
This document discusses strategy implementation, which refers to the activities within an organization to execute a strategic plan. It provides definitions of strategic implementation and lists steps and processes involved, such as developing an organization capable of carrying out the strategy, allocating sufficient resources, creating encouraging policies, and using strategic leadership. The implementation process is important for a company's success and takes place after environmental scanning, SWOT analysis, and identifying strategic issues. Key aspects of implementation include creating budgets, supplying skilled staff, conforming policies assist the strategy, employing best practices, and developing an information system and work culture.
The document discusses project planning and management. It defines why project plans are important, including developing an initial course of action and mechanism to detect variances. Key elements of project plans include descriptions of organization, management processes, work breakdown, schedule and budget. Effective project execution involves managing the work outlined in the plan using tools and techniques. Risk management is also essential, starting with early risk identification and mitigation strategies incorporated into the project plan and execution. Integrated change control framework coordinates identifying, evaluating and managing changes throughout the project lifecycle.
PESTEL analysis - strategic management - Manu Melwin Joymanumelwin
PESTEL analysis is one important tool that executives can rely on to organize factors within the general environment and to identify how these factors influence industries and the firms within them.
The document discusses improving the Request for Deviation (RFD) process from a manual to electronic system. Currently, RFDs take days or weeks to process but should be completed within a business day. The project will analyze the current process, measure completion times, identify sources of variation, and implement an electronic RFD form and tracking system to standardize and speed up the process.
Strategic Planning and Environmental MonitoringJJAnthony
This document discusses strategic planning and environmental monitoring. It provides an overview of the strategic planning process and different models for it. Environmental monitoring is defined as tracking external factors that could impact an organization. Key aspects discussed include the types of information to monitor in the macro environment, industry, competitive, and internal environments. An approach using a Strategic Information Scanning System is presented for organizing environmental data collection and integration into strategic planning. Broad organizational involvement in strategic planning and continuous application of the plan are emphasized.
The document discusses reasons for cost and time overruns in Indian infrastructure projects. It identifies external factors like delays in regulatory approvals and land acquisition, and internal factors like ineffective project planning and monitoring as causes for schedule overruns. For cost overruns, it points to scope changes, inadequate project reports, and price escalations beyond projections as key reasons. It recommends establishing project management offices for monitoring, adopting risk management techniques, and implementing strategies like periodic reviews and cost escalation clauses to control schedule and cost overruns.
COEPD - Center of Excellence for Professional Development is a primarily aBusiness Analyst and PMP Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in PMP Training and Business Analyst Training in Hyderabad, Chennai,Pune, Mumbai&Vizag. We offer PMP and Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
For More Details Please Contact us:
Visit at http://www.coepd.comorhttp://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
This document defines key project management terms and concepts. It discusses the roles of a project manager and different types of project managers. The document also outlines the project life cycle phases including initiation, planning, execution, control, and close-out. It defines important project documents like the project charter and change control board. Finally, it discusses the knowledge areas of project management including integration management, scope management, scheduling, cost, quality, and risk management.
This document discusses project management and provides information about defining, planning, executing, monitoring, and closing projects. It defines what a project is and lists some key characteristics. It explains that projects have objectives that should be specific, measurable, agreed upon, realistic and time-related. The document also discusses challenges that can impact projects like costs, quality, time, organizational politics and external issues. It describes the tasks of a project manager and phases in a project life cycle.
The document discusses an environmental management system (EMS) tool that consists of guidance notes, a manual, and registers to help organizations establish an EMS based on the ISO 14001 framework. The guidance notes explain each EMS section and the steps to implement an EMS, while the registers and manual provide templates for documentation. The tool is designed to help organizations identify their environmental impacts, comply with regulations, and continually improve their environmental performance through a systematic EMS.
Projects are temporary endeavors undertaken to create unique products, services or results. They differ from operations which sustain ongoing business work. Projects have defined beginnings and ends. The document discusses key attributes of projects including their objectives, resources, constraints of scope, time and cost, management approaches, and factors determining their success. Effective project managers balance competing demands to deliver projects on schedule and budget.
This document discusses the key topics covered in an economics lecture, including project planning, execution, termination, and the importance of proper planning. It emphasizes that the project plan should establish detailed directions for the project team, including deliverables, timelines, resources, and allowances for risk. A successful project launch meeting is also critical to align objectives and address major risks. The project charter and work breakdown structure are key components of the project plan for defining tasks, resources, schedules, personnel needs, and risk management. Thorough planning is necessary to ensure project success.
How to write an development project evaluation report. Format and principle guidelines for mid-term and for completed projects. This format can be used for any kind of development project.
This document discusses monitoring and evaluation (M&E) for watershed development projects. It outlines lessons learned from past projects, including weak coordination, lack of stakeholder involvement, and inadequate M&E. Key issues to address are strategic coordination, beneficiary commitment, and strengthening M&E. The document describes the importance of M&E in providing feedback and corrective steps. It outlines different types of M&E including concurrent monitoring, impact assessment, and self-assessment. Finally, it discusses structures and methodologies for implementing effective M&E.
This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
Environmental scanning is the process of gathering information about events and relationships in a company's external environment that can assist management in strategic decision-making. It involves monitoring the political, economic, social, technological, environmental, and legal factors in areas where a company operates or plans to operate. The objectives of environmental scanning include detecting important trends, identifying potential threats and opportunities, promoting future orientation, and alerting management to converging or diverging trends. Common techniques for environmental scanning include SWOT analysis, PEST analysis, and developing issue priority matrices to determine which trends require closer monitoring.
The document discusses resource allocation in project management. It defines resources as anything required to accomplish an activity or undertake an enterprise. The basic resources are land, labor, and capital. Resource allocation involves assigning available resources in an economic way and scheduling activities and their resource needs based on both resource availability and project time. Techniques to avoid over-allocating resources include resource leveling, prioritizing projects, linking tasks, leaving breathing room in schedules, and avoiding an approach where teams constantly put out fires.
A feasibility study analyzes the viability of a proposed business idea or project. It focuses on answering whether the project should proceed by identifying potential problems. The document discusses the purpose of conducting a feasibility study, including determining if a business idea will work and be profitable before expending resources. It also differentiates a feasibility study from a business plan, noting that a feasibility study investigates viability while a business plan provides the action plan if an idea is deemed viable.
This document discusses strategy evaluation and control. It explains that strategy evaluation ensures companies achieve their objectives by comparing performance to goals and taking corrective actions. An effective evaluation process determines metrics, sets standards, measures performance, and takes action if needed. The document also outlines Rumelt's criteria for evaluating strategies, which are consistency, consonance, feasibility, and competitive advantage. It notes that evaluating strategies is challenging due to increasing environmental complexity and uncertainty.
This document discusses strategy implementation, which refers to the activities within an organization to execute a strategic plan. It provides definitions of strategic implementation and lists steps and processes involved, such as developing an organization capable of carrying out the strategy, allocating sufficient resources, creating encouraging policies, and using strategic leadership. The implementation process is important for a company's success and takes place after environmental scanning, SWOT analysis, and identifying strategic issues. Key aspects of implementation include creating budgets, supplying skilled staff, conforming policies assist the strategy, employing best practices, and developing an information system and work culture.
The document discusses project planning and management. It defines why project plans are important, including developing an initial course of action and mechanism to detect variances. Key elements of project plans include descriptions of organization, management processes, work breakdown, schedule and budget. Effective project execution involves managing the work outlined in the plan using tools and techniques. Risk management is also essential, starting with early risk identification and mitigation strategies incorporated into the project plan and execution. Integrated change control framework coordinates identifying, evaluating and managing changes throughout the project lifecycle.
