The document provides guidance for organizations evaluating outsourcing critical facility operations. It outlines considerations in areas such as service delivery, methodology, value innovations, customer service, and policies. The vendor should detail plans for project preparation and implementation, personnel management, training programs, documentation procedures, quality assurance processes, and maintenance management systems to integrate with the client's existing tools and support ongoing operations. Comprehensive documentation of processes and procedures is important for successful facility management.
The document discusses planning quality management for a project. It provides definitions and explanations of key quality concepts like quality, standards, regulations, quality management plans, cost of quality, quality audits, and quality measurement tools. It also discusses integrating various project planning activities by consolidating plans, assessing for dependencies and gaps, and analyzing collected data. Quality planning aims to meet requirements and manage quality throughout the project lifecycle.
The document provides a checklist of items to ensure project execution and control. It includes questions to check that change management, communications management, contract management, financial management, issue management, implementation and transition, lessons learned, meeting management, quality assurance management, risk management, schedule and task management, staffing management, test management, training management, and status reporting processes are being followed properly. The checklist aims to help projects stay on track to meet objectives.
The Planning Process Group involves defining the strategy and tactics to successfully complete a project. It includes processes like developing the project management plan, collecting requirements, defining the scope, and creating the work breakdown structure (WBS). The key outputs are the project management plan, requirements documentation, scope statement, and WBS. These outputs establish the total scope of work and provide a framework for planning, executing, and controlling the project.
Requirements Engineering: A Good Practice GuideIan Sommerville
The document summarizes a good practice guide for requirements engineering. It outlines 66 guidelines for best practices in areas like requirements elicitation, analysis, validation and management. It recommends implementing basic practices first before moving to more intermediate and advanced practices. The guide provides examples of guidelines on using validation checklists and gives advice on planning incremental process improvements by addressing problems, setting goals and managing introductions of new practices.
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
The metrics that matter using scalability metrics for project planning of a d...Mary Chan
Have you expanded your organization across multiple locations, or are you a client that utilizes external partners that provide outsourcing services? Both have their "cost savings" challenge where cost savings analysis is often a topic well scrutinized. However, in the grand scheme of your organization, is it a metric that really matters? See actual analytics on multiple game projects and why cost savings isn't as important a metric when making informed decisions about project planning for scalable and distributed development. It's all about the Metrics that Matter.
I've often been charged with business process review and creation, so over time I've developed checklist that highlights the main areas that I want to assess when working on a process analysis project.
The document discusses planning quality management for a project. It provides definitions and explanations of key quality concepts like quality, standards, regulations, quality management plans, cost of quality, quality audits, and quality measurement tools. It also discusses integrating various project planning activities by consolidating plans, assessing for dependencies and gaps, and analyzing collected data. Quality planning aims to meet requirements and manage quality throughout the project lifecycle.
The document provides a checklist of items to ensure project execution and control. It includes questions to check that change management, communications management, contract management, financial management, issue management, implementation and transition, lessons learned, meeting management, quality assurance management, risk management, schedule and task management, staffing management, test management, training management, and status reporting processes are being followed properly. The checklist aims to help projects stay on track to meet objectives.
The Planning Process Group involves defining the strategy and tactics to successfully complete a project. It includes processes like developing the project management plan, collecting requirements, defining the scope, and creating the work breakdown structure (WBS). The key outputs are the project management plan, requirements documentation, scope statement, and WBS. These outputs establish the total scope of work and provide a framework for planning, executing, and controlling the project.
Requirements Engineering: A Good Practice GuideIan Sommerville
The document summarizes a good practice guide for requirements engineering. It outlines 66 guidelines for best practices in areas like requirements elicitation, analysis, validation and management. It recommends implementing basic practices first before moving to more intermediate and advanced practices. The guide provides examples of guidelines on using validation checklists and gives advice on planning incremental process improvements by addressing problems, setting goals and managing introductions of new practices.
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
The metrics that matter using scalability metrics for project planning of a d...Mary Chan
Have you expanded your organization across multiple locations, or are you a client that utilizes external partners that provide outsourcing services? Both have their "cost savings" challenge where cost savings analysis is often a topic well scrutinized. However, in the grand scheme of your organization, is it a metric that really matters? See actual analytics on multiple game projects and why cost savings isn't as important a metric when making informed decisions about project planning for scalable and distributed development. It's all about the Metrics that Matter.
I've often been charged with business process review and creation, so over time I've developed checklist that highlights the main areas that I want to assess when working on a process analysis project.
This document discusses quality management KPIs (key performance indicators) that factories can use to measure and improve product quality. It provides examples of important KPIs like customer complaints, defect percentage levels, and right first time quality. The document also lists several quality management tools that can be used, such as control charts, Pareto charts, scatter plots, and histograms. Additional links are provided for free quality management resources.
Overall 11.7 years of experience in implementing, Manage and Maintenance of Network-based services and IT Infrastructure and Team Management and Client Management, Operation Management(Resources Day to Day activities), Planning/Execution, Vendor Management, Issue and Risk Management, SLA Management, Change Control, Service Delivery.
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
The document provides details about the contact center supervisor position held by the author from December 2011 to March 2011. It includes:
- Thanks to various managers and supervisors for their support and training.
- An overview of the key responsibilities which include overseeing telecommunication tools, measuring team productivity, and applying correctives.
- Descriptions of quantitative and qualitative statistics tracked.
- Explanations of methodologies used for resource planning and scheduling.
- Specific tasks performed for team building, diagnostics, coaching, and managing conflicts.
- Contributions to workshops for performance improvement.
- Training provided on CRM software used by the client.
The document discusses the Contributing and Causal (C&E) Matrix, which is used to identify contributing and causal factors of adverse events. The C&E Matrix involves defining the effect, identifying major categories, generating and evaluating ideas for causes, voting on the most likely causes, and recommending solutions. It provides a visual means to trace a problem to its causes and gain different perspectives from sharing ideas with others. The process outputs are rated based on importance, then input variables are rated on their relationship to the outputs to start a Failure Modes and Effects Analysis (FMEA) process.
The document defines various tools and techniques used in project management. It provides definitions for over 30 commonly used terms such as project charter, requirements analysis, work breakdown structure, Gantt chart, risk management, and quality plan. The definitions cover areas such as project planning, scheduling, cost estimating, quality management, risk management, and project monitoring and control.
Quality control is a process that is used to ensure a certain level of quality in a product or service. It might include whatever actions a business deems necessary to provide for the control and verification of certain characteristics of a product or service. Most often, it involves thoroughly examining and testing the quality of products or the results of services. The basic goal of this process is to ensure that the products or services that are provided meet specific requirements and characteristics, such as being dependable, satisfactory, safe and fiscally sound.
Check sheet
Control chart
Histogram
Ishikawa Diagram
Pareto Chart
Scatter diagram
Flow chart
The document discusses process mapping tools and techniques used in business process re-engineering. It describes common process mapping tools like flow diagramming tools, case tools, and simulation tools. It also outlines the typical approach to process mapping workshops, which includes selecting a team, determining key activities, capturing information, and identifying issues and improvement opportunities. The key outcomes of process workshops are process maps, "as-is" metrics, issues identified, and an understanding of improvement scope. Process modeling then moves from documenting the "as-is" process to designing an improved "to-be" process.
This document discusses key performance indicators (KPIs) for quality assurance roles. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common mistakes in creating KPIs, such as having too many KPIs not linked to key result areas. It also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Additional resources on KPIs can be found at the provided website.
Process mapping is a method to graphically describe the steps that make up a process. It involves documenting, analyzing, controlling, improving, and redesigning processes. The major steps of process mapping are process identification, information gathering, interviewing, and map generation and analysis. Process mapping provides benefits like understanding processes visually, taking a holistic view, developing employee buy-in and pride, and creating customer-focused processes. Potential pitfalls include mapping without a clear purpose, getting lost in details, and not focusing on customers' needs.
The document outlines the steps to take in the Define phase of a Six Sigma project. These include selecting a champion and process owner, initiating a project charter, forming a project team, identifying customers and their requirements, determining the project scope and metrics, mapping the core process, identifying problems, developing a problem statement and business case, and creating a project plan. The phase concludes with a Define phase-gate review with executive stakeholders.
Project quality management aims to ensure projects fulfill requirements. Quality is the degree to which project deliverables meet requirements. Accuracy measures correctness while precision measures exactness. Managing quality involves auditing works periodically, while controlling quality evaluates deliverables against standards and metrics. Common quality theories include zero defects, fitness for use, and continuous improvement. Quality is not achieved through unnecessary additions but by providing what customers request. Prevention is more effective than inspection for ensuring quality.
The document discusses key concepts in project management. It defines a project, outlines the five process groups in project management, and describes various knowledge areas. It discusses project selection methods like payback period, net present value, and internal rate of return. It also covers project life cycles and integration, highlighting inputs, tools, techniques and outputs of developing a project charter.
The document discusses various tools used for Corrective and Preventive Actions (CAPA), including DMAIC, Rubric, 8D, and DFSS. DMAIC is a five-step process for problem solving: Define, Measure, Analyze, Improve, Control. It involves defining problems, collecting data, analyzing causes, improving solutions, and controlling to prevent recurrence. Other tools discussed provide frameworks for investigating problems, finding root causes, and verifying solutions.
This document provides an overview of basic project management concepts. It discusses that a project has defined scope, time, cost, quality and resource constraints. The key aspects of project management include planning the work, working the plan, and endorsing the plan. The project manager's role is to manage expectations, direct the team, track progress, communicate status, and resolve issues. Effective project management balances the triple constraints of scope, time and cost. The project life cycle begins with initiation, which involves defining objectives, assembling a team, and getting approval. Planning then further develops the scope, schedule, budget, risks and other elements of the project.
The document discusses computer simulation as a tool for process improvement. It defines computer simulation, outlines the basic steps which include defining the problem, mapping the process, defining inputs, building a model, validating the model, performing simulations, and interpreting results. Reasons for using simulation include testing changes without risk or time, understanding bottlenecks, and verifying expected improvements. Simulation should not be used without proper training or understanding, or when simpler methods can be used.
This document discusses various performance measures that can be used as part of a total quality management (TQM) system. It describes measuring performance to check if objectives are being achieved and lists common objectives such as achieving business goals and improving customer satisfaction. Examples of measures discussed include production, customer satisfaction, purchasing processes, and resource development. Graphical techniques and the balanced scorecard approach are also summarized as methods for measuring performance.
Total Quality Management (TQM) tools help organizations identify, analyze, and assess qualitative and quantitative data relevant to their business. These tools include charts, diagrams, brainstorming, checklists and more. They can identify issues, illustrate complicated information, and enhance effectiveness and quality when used properly. Some common TQM tools are pie charts, histograms, run charts, Pareto charts, flowcharts and cause-and-effect diagrams. Organizations should use multiple tools together to fully understand issues, as single tools may provide an incomplete picture or close off possibilities.
This document provides an overview of key elements to include in a project plan. It discusses the following components: scope management, time (schedule) management, cost management, quality management, human resource management, communications management, risk management, and procurement management. The document emphasizes that a project plan involves more than just a schedule and that a project manager should select the most appropriate components based on the project. It provides brief descriptions of each component and considerations for implementation.
This document provides an implementation checklist for organizations adopting a new ERP application. It outlines key steps for planning and managing the project including identifying goals, budget, timeline and required resources. The project team should scope the work, analyze business processes, conduct training and test the system through piloting. Documentation and data migration are also essential to achieving a successful implementation.
This document discusses quality management KPIs (key performance indicators) that factories can use to measure and improve product quality. It provides examples of important KPIs like customer complaints, defect percentage levels, and right first time quality. The document also lists several quality management tools that can be used, such as control charts, Pareto charts, scatter plots, and histograms. Additional links are provided for free quality management resources.
Overall 11.7 years of experience in implementing, Manage and Maintenance of Network-based services and IT Infrastructure and Team Management and Client Management, Operation Management(Resources Day to Day activities), Planning/Execution, Vendor Management, Issue and Risk Management, SLA Management, Change Control, Service Delivery.
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
The document provides details about the contact center supervisor position held by the author from December 2011 to March 2011. It includes:
- Thanks to various managers and supervisors for their support and training.
- An overview of the key responsibilities which include overseeing telecommunication tools, measuring team productivity, and applying correctives.
- Descriptions of quantitative and qualitative statistics tracked.
- Explanations of methodologies used for resource planning and scheduling.
- Specific tasks performed for team building, diagnostics, coaching, and managing conflicts.
- Contributions to workshops for performance improvement.
- Training provided on CRM software used by the client.
The document discusses the Contributing and Causal (C&E) Matrix, which is used to identify contributing and causal factors of adverse events. The C&E Matrix involves defining the effect, identifying major categories, generating and evaluating ideas for causes, voting on the most likely causes, and recommending solutions. It provides a visual means to trace a problem to its causes and gain different perspectives from sharing ideas with others. The process outputs are rated based on importance, then input variables are rated on their relationship to the outputs to start a Failure Modes and Effects Analysis (FMEA) process.
The document defines various tools and techniques used in project management. It provides definitions for over 30 commonly used terms such as project charter, requirements analysis, work breakdown structure, Gantt chart, risk management, and quality plan. The definitions cover areas such as project planning, scheduling, cost estimating, quality management, risk management, and project monitoring and control.
Quality control is a process that is used to ensure a certain level of quality in a product or service. It might include whatever actions a business deems necessary to provide for the control and verification of certain characteristics of a product or service. Most often, it involves thoroughly examining and testing the quality of products or the results of services. The basic goal of this process is to ensure that the products or services that are provided meet specific requirements and characteristics, such as being dependable, satisfactory, safe and fiscally sound.
Check sheet
Control chart
Histogram
Ishikawa Diagram
Pareto Chart
Scatter diagram
Flow chart
The document discusses process mapping tools and techniques used in business process re-engineering. It describes common process mapping tools like flow diagramming tools, case tools, and simulation tools. It also outlines the typical approach to process mapping workshops, which includes selecting a team, determining key activities, capturing information, and identifying issues and improvement opportunities. The key outcomes of process workshops are process maps, "as-is" metrics, issues identified, and an understanding of improvement scope. Process modeling then moves from documenting the "as-is" process to designing an improved "to-be" process.
This document discusses key performance indicators (KPIs) for quality assurance roles. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common mistakes in creating KPIs, such as having too many KPIs not linked to key result areas. It also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Additional resources on KPIs can be found at the provided website.
Process mapping is a method to graphically describe the steps that make up a process. It involves documenting, analyzing, controlling, improving, and redesigning processes. The major steps of process mapping are process identification, information gathering, interviewing, and map generation and analysis. Process mapping provides benefits like understanding processes visually, taking a holistic view, developing employee buy-in and pride, and creating customer-focused processes. Potential pitfalls include mapping without a clear purpose, getting lost in details, and not focusing on customers' needs.
The document outlines the steps to take in the Define phase of a Six Sigma project. These include selecting a champion and process owner, initiating a project charter, forming a project team, identifying customers and their requirements, determining the project scope and metrics, mapping the core process, identifying problems, developing a problem statement and business case, and creating a project plan. The phase concludes with a Define phase-gate review with executive stakeholders.
Project quality management aims to ensure projects fulfill requirements. Quality is the degree to which project deliverables meet requirements. Accuracy measures correctness while precision measures exactness. Managing quality involves auditing works periodically, while controlling quality evaluates deliverables against standards and metrics. Common quality theories include zero defects, fitness for use, and continuous improvement. Quality is not achieved through unnecessary additions but by providing what customers request. Prevention is more effective than inspection for ensuring quality.
The document discusses key concepts in project management. It defines a project, outlines the five process groups in project management, and describes various knowledge areas. It discusses project selection methods like payback period, net present value, and internal rate of return. It also covers project life cycles and integration, highlighting inputs, tools, techniques and outputs of developing a project charter.
The document discusses various tools used for Corrective and Preventive Actions (CAPA), including DMAIC, Rubric, 8D, and DFSS. DMAIC is a five-step process for problem solving: Define, Measure, Analyze, Improve, Control. It involves defining problems, collecting data, analyzing causes, improving solutions, and controlling to prevent recurrence. Other tools discussed provide frameworks for investigating problems, finding root causes, and verifying solutions.
This document provides an overview of basic project management concepts. It discusses that a project has defined scope, time, cost, quality and resource constraints. The key aspects of project management include planning the work, working the plan, and endorsing the plan. The project manager's role is to manage expectations, direct the team, track progress, communicate status, and resolve issues. Effective project management balances the triple constraints of scope, time and cost. The project life cycle begins with initiation, which involves defining objectives, assembling a team, and getting approval. Planning then further develops the scope, schedule, budget, risks and other elements of the project.
The document discusses computer simulation as a tool for process improvement. It defines computer simulation, outlines the basic steps which include defining the problem, mapping the process, defining inputs, building a model, validating the model, performing simulations, and interpreting results. Reasons for using simulation include testing changes without risk or time, understanding bottlenecks, and verifying expected improvements. Simulation should not be used without proper training or understanding, or when simpler methods can be used.
This document discusses various performance measures that can be used as part of a total quality management (TQM) system. It describes measuring performance to check if objectives are being achieved and lists common objectives such as achieving business goals and improving customer satisfaction. Examples of measures discussed include production, customer satisfaction, purchasing processes, and resource development. Graphical techniques and the balanced scorecard approach are also summarized as methods for measuring performance.
Total Quality Management (TQM) tools help organizations identify, analyze, and assess qualitative and quantitative data relevant to their business. These tools include charts, diagrams, brainstorming, checklists and more. They can identify issues, illustrate complicated information, and enhance effectiveness and quality when used properly. Some common TQM tools are pie charts, histograms, run charts, Pareto charts, flowcharts and cause-and-effect diagrams. Organizations should use multiple tools together to fully understand issues, as single tools may provide an incomplete picture or close off possibilities.
This document provides an overview of key elements to include in a project plan. It discusses the following components: scope management, time (schedule) management, cost management, quality management, human resource management, communications management, risk management, and procurement management. The document emphasizes that a project plan involves more than just a schedule and that a project manager should select the most appropriate components based on the project. It provides brief descriptions of each component and considerations for implementation.
This document provides an implementation checklist for organizations adopting a new ERP application. It outlines key steps for planning and managing the project including identifying goals, budget, timeline and required resources. The project team should scope the work, analyze business processes, conduct training and test the system through piloting. Documentation and data migration are also essential to achieving a successful implementation.
“Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.”
This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
Project control and process instrumentationKuppusamy P
The document discusses project control and process instrumentation for software development projects. It describes 7 core metrics that can be used to measure: 1) management indicators like work progress, budget, and staffing, and 2) quality indicators like change activity, breakage, rework, and defects over time. These metrics provide objective assessments of progress, quality, and estimates. The document also discusses automating metric collection and displaying metrics through a software project control panel to provide visibility into the project.
Service architecture is a framework for organizing IT services and clearly representing how those services are supported. It improves business understanding of IT services and allows business to make key IT decisions. The key components of a service architecture include service requirements, support models, support organization, governance, communications, tools, and service management processes. A service architecture can be delivered in six phases: assess, design, build, validate, deploy, and monitor. It provides a structured approach to transitioning to a new operating model and flexible support of changing business needs.
An operational plan (OP) provides the details for implementing a business plan on an annual basis, breaking down strategic goals into smaller, more manageable projects. An OP defines goals, plans activities, organizes resources, staffs roles, provides leadership, and monitors progress. It assesses human and financial capacity needs, identifies risks and mitigation strategies, and estimates the project lifespan and sustainability. Developing an effective OP requires collaboration across teams to design objectives, strategies, actions, timelines, and key performance indicators to advance organizational priorities. Regular monitoring of the OP allows for evaluation of progress and adjustment of plans over time to optimize results.
This presentation looks at the different sources of data that will help to inform Senior Executives about the current quality of IT services overall and help make the right decisions about future IT investment priorities?
Chapter 7 Management Concultancy by CabreraKriza Matro
The document discusses the stages of a management consulting engagement including negotiating the engagement, engagement planning, conducting the assignment, and evaluating the engagement. It describes the basic contents and purposes of an engagement plan, proposal letter, and work plan. It also discusses problem identification, data gathering techniques, data analysis approaches, solution development, implementation, and follow-up evaluation.
Appendix 1 Edited for Eduserv application Business Change Strategy v0.1 draftmandy stuart
This document provides a business change strategy for implementing a new time management system (TMS) project. It outlines six key approaches to managing business change: stakeholder approach, communications approach, training approach, release management approach, HR approach, and post go-live support approach. The stakeholder approach section describes identifying and assessing stakeholders to understand the impact of the project. It will produce reports on the stakeholder assessment and engagement approach. The overall strategy is to prepare the organization for change, engage stakeholders, and embed new processes through training and support.
Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
Business Systems Analyst Interview Questions and AnswersHireQuotient
The Business Systems Analyst plays a crucial role in bridging the gap between business needs and technical solutions within an organization. They are responsible for analyzing business processes, identifying system requirements, and facilitating the successful implementation of technology solutions.
The questions are designed to assess a candidate's knowledge, skills, and experience in these areas, enabling you to identify top candidates who can effectively analyze and optimize business systems to drive operational efficiency and meet organizational goals.
To read the full QnA article, visit https://www.hirequotient.com/blog/business-systems-analyst-interview-questions-and-answers
Effective Talent Management Strategy: Adapting Practices and PlansWowledge
Practice 4 of an Effective Talent Management Strategy illustrates how to adapt practices and create plans to implement or improve talent management programs.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com
Once you’ve identified a core business challenge or driver for transformation, you can begin to assess the steps needed to accomplish these goals. But before you implement any new technologies, you’ll need to lay the groundwork for successful adoption and sustainment.
Learn more here: http://ms.spr.ly/6004T9tVw
Project Scope Statement
<Project Name>
<Student Name>
<Date>Introduction
Provide a one to two paragraph high level executive summary of the project, expanding on the summary provided in the project charter…Project Purpose and Justification
Provide a one to two paragraph summary of the purpose and justification of the project, expanding on the justification provided in the project charter…Scope Description
Describe all currently known characteristics of the project’s product or service. All details may not be known at the onset of the project and this may be progressively elaborated as the project moves forward. This section should contain descriptions of what is included in the product or service as well as the desired outcome of the project…High Level Requirements
Describe the currently known high-level capabilities of the solution to be met by successful completion of the project…Boundaries
Identify what should be included in the solution as well as what should not be included…Strategy
Describe the strategy/approach the project team will use in executing the project. Is this to be a “traditional” staged project, or will it require adaptive planning and control such as rolling wave or Agile Development? If traditional, what are the development/deployment stages? If rolling wave, how will you roll the wave? How will you manage change?Deliverables
Describe the currently known high-level products or outputs that solution is intended to provide…
Acceptance Criteria
Describe the measurable criteria which must be met for the solution to be considered complete and accepted by management…Constraints
Describe the limitations that the project faces due to funding, scheduling/time, technology, or resources…Assumptions
Describe the factors affecting the project that are believed to be true but that have not verified to be true…Risk Analysis and Mitigation Strategy
Describe any currently known high level risks for the project and associated mitigation strategies…Cost Estimate
Provide an estimate of the funding which will be needed to successfully complete the project, utilizing the table below…
Expense
Estimated Budget
Expended to Date
Estimate to Complete
Variance
Labor
Internal
External
Software
Hardware
Other
Total
PAGE
2
Name:
Exam 1
Congratulations. You have just been hired as the new CEO for Handback Industries. You were excited until you started and within first the few days, the director of HR came into your office and indicated that the employees were threatening to strike and go to the media if things were not fixed immediately. Since you were successful in your Statistics course taken during the Summer of 2013, you decide that you will assist the HR Director with her analysis.
Problem 1 - The employees have indicated that 95% of employees in one of the departments are receiving higher salaries than any other department because their supervisor parties with them each weekend. Some employee ...
The document summarizes the nine disciplines of the Rational Unified Process (RUP):
1) The Business Modeling Discipline involves understanding the business and domain model.
2) The Requirements Discipline involves eliciting, documenting, and agreeing on system requirements.
3) The Analysis and Design Discipline involves analyzing requirements and designing the system architecture and components.
4) The Implementation Discipline involves transforming the design into code and unit testing.
5) The Test Discipline involves defining and executing test plans and cases.
6) The Deployment Discipline involves planning and executing the system deployment.
7) The Configuration and Change Management Discipline involves managing versions and changes
Francisco Castillo is a logistics consultant who provides tailored solutions to clients based on their distribution and logistics needs. He has over 17 years of experience in operations and consulting. His services include operational audits, strategic analyses, distribution center design, and implementation support. He analyzes clients' existing networks and operations to identify improvement opportunities through increased efficiency and productivity.
This document provides information about quality management procedures including forms, tools, and strategies. It discusses the purpose and requirements of quality management procedures such as having quality objectives and using procedures/deliverables like a project management plan, communication management procedure, risk management procedure, and checklists. Quality management tools explained include check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Other related topics like quality management systems and standards are also listed.
This document discusses how to manage and improve processes as an organization grows. It emphasizes the importance of standardized processes to consistently produce high-quality results. As a manager, it is important to oversee processes, ensure they are efficient, and make improvements. There are specific tools and methods for reviewing, monitoring, and improving processes, such as flow charts, Gantt charts, and checklists. It is also important to get input from stakeholders on prioritizing process improvements. Designating process owners to be accountable can help drive continuous improvement efforts.
This document outlines simple practices that can help establish discipline in software development teams. It discusses practices such as planning work, using Kanban boards, project estimation, tracking file versions and changes, conducting effective reviews, understanding metrics, and periodically reflecting on past accomplishments and lessons learned. Adopting these basic practices through a habit-forming approach can increase a team's effectiveness over time without much additional effort.
The document provides an overview of the Balanced Scorecard framework, which measures organizational performance across four perspectives - financial, customer, internal processes, and learning and growth. It describes the key elements included in each perspective and gives an example of how a fictional company, XYZ Corporation, could implement the Balanced Scorecard to monitor performance against objectives using relevant key performance indicators. The Balanced Scorecard framework helps organizations take a balanced approach to measuring success and ensures different business areas work together to achieve strategic goals.
Similar to Hitchhikers guide to_data_center_facility_ops (20)
2. The Hitchhikers Guide to Data Center
Facility Operations
The following is a very simplistic list of the types of questions/criteria any organization should
consider in evaluating the outsourcing of its critical facility operation functions. This list (in no
particular order) should be helpful to anyone looking to compile an RFP for these services, or serve
as a guideline for evaluating and improving your current facility operations.
Tip for reading this guide: This document is written from the prospective client‟s perspective (as if it
were an actual RFP). „You‟ refers to the vendor unless otherwise noted.
Standard Considerations for any Request for Proposal
Service and Delivery Overview .................................................................................................................... 2
Planning / Preparation ............................................................................................................................ 2
Execution / Implementation (Service delivery) ...................................................................................... 2
Measurement (measuring the success of implementation and beyond)............................................. 3
Methodology Overview ................................................................................................................................. 3
Personnel Management .......................................................................................................................... 4
Training ..................................................................................................................................................... 5
Documentation......................................................................................................................................... 6
Processes & Procedures.......................................................................................................................... 6
Quality Systems ........................................................................................................................................ 8
Support Systems (CMMS/EDMS)............................................................................................................ 9
Value-added Innovations .......................................................................................................................... 10
Cost Management / Cost Savings ....................................................................................................... 10
Efficiency Improvements (Energy Efficiency) ....................................................................................... 10
Quality & Process Improvements ......................................................................................................... 10
Customer Service / Satisfaction .............................................................................................................. 11
Organizational Values & Policies ............................................................................................................. 12
3. Service and Delivery Overview
Planning / Preparation
Describe in detail the process by which you (the vendor) will prepare and plan for
implementation of services, including all activities leading up to execution and
delivery of those services.
Bidding Approach: What is your overall approach in bidding on these services?
Project Kickoff: How will you initiate/kick off the project, including identification of key team
members for the vendor and client, communications protocol and key objectives, such as
defining service deliverables, developing a tentative transition schedule and identifying key
metrics?
Project Management: Define your approach to critical facility project management and how
you would manage facility projects (both in scope and out of scope). Include your approach to
project related controls.
Operational Program Development: How will you develop the site(s)‟s operational program,
including an O&M program, staffing plan, and implementation plan?
Implementation Plan: Describe in detail your comprehensive roll-out plan for our critical
facility operations. Define the interaction and duties between the client and vendor teams.
Provide details on all activities and a comprehensive timeline of services. Define your
resource requirements. Identify risks associated with the conversion of services and address
how they will be mitigated and who is accountable for the execution of the process (client or
vendor).
Execution / Implementation (Service delivery)
Provide a detailed description of how you will execute the implementation plan and deliver services.
Be detailed in the overall procedures and methods by which you will deliver these services. Provide
details of the type of subcontractors you propose to use and how these services will be managed.
Displacement of Personnel: If existing personnel are to be displaced, how will you manage
the process?
Subcontractors: What, if any services do you intend to subcontract as part of this response
and why?
Subcontractor Management: Describe how you manage subcontracting entities, including
how you evaluate subcontractor performance.
Changes in Scope: Should there be a need to change the pre-existing scope of work (such as
facility expansions, consolidations, equipment additions or deletions, additions in number of
sites, etc.), how do you approach these changes? What methods are used in managing
these scope changes? Can you describe examples of how this was handled with other
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4. clients? What are the associated factors that normally change the proposed scope of
services over a given contract term?
Team Make-up: Please define your project team members. Include their roles in the
program, titles, level of experience/certifications, individual expertise and overall education
levels. Describe the back office support and subject matter experts that are available to
support onsite operations staff (outside those located at the facility).
Measurement (measuring the success of implementation and beyond)
Discuss how the quality and success of service delivery will be evaluated initially and adjusted
throughout the proposed duration of the contract.
Post implementation Review: After the implementation phase is complete, how will it be
evaluated initially and continually to ensure success and client satisfaction?
Key Performance Indicators (KPI): Will KPI metrics be established for the implementation
review? Will KPI metrics be used for the duration of the contract? If so, on what
timeline/frequency? What typical KPIs do you use?
Reports: What standard reports do you provide? How frequently are these reports provided
to the client? Please provide examples of all of the general reports used most frequently.
Will there be an additional fee for any/all Ad Hoc reporting?
Methodology Overview
Describe in detail your operational methodology. That is, how do you effectively wrap all of the
components of a successful critical facility operation into a succinct process that becomes the
company‟s doctrine?
*Tip!* Look beyond the elements of the program itself and dive into how those elements connect
and interact with each other.
Things to Consider:
Beware of jargon. Ex. Terminology like MOP (method of procedure) and SOP (standard
operating procedure) is used frequently by most vendors. By nature, the idea behind
standardization and procedures is to ensure uniformity, accuracy and to avoid mistakes.
But in a data center environment, these MOPs and SOPs are living documents that
should evolve with time, experience and education.
How will the vendor ensure that a “checkmark syndrome” scenario is avoided? (Ex. A
procedure or process becomes perfunctory and is completed simply to check it off the
list. Rather a procedure or process should be followed and actively evaluated for
effectiveness in meeting its intended goal.)
Look for: how the vendor ensures continuous improvement. If improvements are made,
how is the quality ensured? How do changes and updates trickle down to training and
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5. documentation? How is this engrained into the culture of the
organization and in its personnel?
Personnel Management
What is your overall approach to personnel management, including evaluating team
size, skill set requirements, recruiting, technical qualification, background screening,
hiring and placement, retention and career progression?
Staff Determination: How do you assess and determine staff levels in number as well as
technical capability?
Staff Capabilities: How do you validate and ensure proper technical capabilities of your staff
members for our organization‟s facilities?
Assessment of Current Staff: How do you assess these individuals for their level of skill and
position within your program?
Turnover Rates: What is your average annual turnover rate (by percentage) for members
supporting critical facility environs? Can you provide statistics over the past three years?
Plan for Potential Displacement of Staff: With the potential for loss of staff through natural
attrition or general displacement, how do you manage this and make this successful for the
client?
Staff Replacement: What program do you have in place when a staff member needs to be
replaced? Does this plan provide for continuity of service during this transition? If so, how?
What processes and methods are in place to ensure there is ample transfer of site
knowledge by incoming/outgoing staff members?
Career progression: What employee career and skill development programs do you have as
part of your program?
Things to Consider:
Recruiting talented individuals in specific technical disciplines that are capable of working
together as a team is an extremely challenging task that requires experience and extensive
knowledge of critical facility operations. Prospective team members need to be carefully
screened not only with traditional background checking, but also to qualify their technical,
administrative and communications capabilities, all of which are crucial skills in Critical
Facility Operations.
Simply identifying qualified personnel is only the first step. They also need to be smoothly
transitioned into the critical environment and provided with the support and career
opportunities that will ensure that their talent and experience is retained and developed.
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6. Training
Describe your overall approach to a training program, including a discussion on general training,
critical systems training, evaluation, certifications and site specific training?
Critical Systems: What type of critical systems training do you provide? Describe how safety,
site operations, emergency response, maintenance procedures, and third-party vendor
management will be addressed.
Program structure: Is this program structured or unstructured? In-house or outsourced?
Supplemented online, in person, hands-on?
Drills and scenario training: How does the facility operations team hone its skill in a live data
center environment? Do they drill and perform scenario training? If so, how and how often?
Certification: Describe evaluation and examination of skills. What type of certifications does
your proposed vendor team hold?
Assessment: How often will the proposed vendor team re-certify or get assessed for
improved/continued skill levels?
Site-specific training: What site-specific training do you suggest for our organizations
facility(s)? Describe your overall approach to site specific training scenarios?
Things to Consider:
Commonly found training program elements are turnover rate, vendor training and on the job
training. However, in a critical environment this simply isn‟t enough. What are missing are
detailed written procedures, thorough training and certification, quality assurance and
continuous process improvement. In our experience, an effective training program is multi-
level, with each level corresponding to a specific operational action or activity. Personnel
knowledge must be thoroughly evaluated and denoted by certification level. Beyond simple
training and testing, simulated scenario drills should be conducted frequently to ensure
retention of knowledge and ability to execute. Periodically, processes, procedures and
personnel should be reviewed and re-qualified. Most importantly, there should be a feedback
loop to incorporate lessons learned and trainee input.
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7. Documentation
Describe your overall approach to documentation, including types, organization and
management. Discuss areas, such as
a) as-built and record drawings
b) asset database
c) preventative maintenance scope of work
d) maintenance schedule
e) critical facility work rules
f) safety program
g) facility reports
h) walkthrough checklist
Things to Consider:
Vendor turnover documentation can be an impressive volume of material, but while it is a
vital component of the operation, it hardly constitutes the totality of what‟s needed to
effectively sustain operations. What‟s typically missing are the detailed procedures and
reports that the critical environments team will need to perform tasks, such as facility
walkthroughs, routine operations, preventative maintenance, corrective maintenance, and
emergency response.
As-built documentation, even where it exists and is accurate, is a static picture of the facility
at a single point in time. Accurate, up-to-date record drawings are vital to safe and reliable
facility operations. Seemingly simple or obvious information such as equipment lists, scopes
of work for equipment maintenance and maintenance schedules are frequently missing,
inaccurate or inadequate. Since this is foundational information needed for a comprehensive
maintenance program, incorrectly assuming that it has been properly collected and
organized, either by vendors or in-house personnel is incredibly risky.
Processes & Procedures
Describe your formalized approach to policies & procedures in detail. Provide sample documentation
where relevant.
Change Controls: What is your approach to events such as moves/add/changes and change
controls in general?
Maintenance Programs: How do you develop a thorough/comprehensive maintenance
program for facilities?
Procedure Training: Are processes and procedures incorporated into training? If so, how?
MOP/SOP/EOP Examples: Please provide documentation examples of Methods of Procedure
(MOPs), Standard Operating Procedures (SOPs) and Emergency Operating Procedures
(EOPs).
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8. Policy & Procedure Examples: Provide/demonstrate samples of existing policy and
procedure manuals.
Things to Consider:
Change Control is used in critical environments to ensure that all system changes are
assessed and approved prior to their implementation, and that the result of the change
conforms to the predicted and required result. This can only be accomplished with a formal
set of procedures and processes that follow generally accepted guidelines such as ITIL
change and configuration management.
Virtually everything that takes place in the data center should have a written procedure.
Procedures can be utilized in a variety of ways and have specialized formats that are specific
to the particular task at hand. The most commonly used procedures are:
Standard Operating Procedure (SOP)
A SOP can be functional or administrative. It details a fixed operating procedure and can be
referenced whenever needed.
Method of Procedure (MOP)
A MOP is the detailed, step-by-step procedure that is used when working on or around any
piece of equipment that has the ability to directly or indirectly impact the critical load. A
library of MOP‟s should exist for scheduled maintenance operations, and should be written
for corrective maintenance and installation activities as well.
Emergency Operating Procedure (EOP)
An EOP is an emergency response procedure for a potential or previously experienced failure
mode. It covers how to get to a safe condition, restore redundancy and isolate the trouble.
Vendor Management
When vendors are engaged in work on or around the critical systems, unnecessary risk is
introduced unless a comprehensive program is in place that begins with vendor selection
and includes work specification, procedural controls, work supervision and service
documentation.
Emergency Response
Emergency response and reaction protocols are essential to the minimization of system
downtime. Unpredictable events will occur no matter how careful the preparation. A well
designed and up-to-date escalation process can prevent or mitigate damage, while detailed
incident reporting, failure analysis and a lessons-learned program will help prevent future
occurrences.
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9. Quality Systems
What quality systems do you employ to help meet the 100% availability (zero
defects) requirement for mission critical facilities? Describe your overall approach to
ensuring the quality, such as quality assurance (QA), quality control (QC) and quality
improvement (QI).
Quality Program: What is your QA/QC/QI plan in regards to the review, creation, and constant
adjustment to operations procedures (SOPs, MOPs, EOPs, etc)?
Quality Assurance: Describe the process by which you will create and modify processes and
procedures, including procedure scope, process and procedure training and document
control?
Quality Control: Describe the process by which you will control quality, such as reviewing and
approving procedures, reviewing incidents, and performing operational quality reviews,
checks and inspections.
Quality Improvement Techniques: Does the vendor follow business management strategies
such as LEAN, Six Sigma or TQM?
Improvement Examples: Please demonstrate examples where your program has improved
your client‟s critical operations. Be as descriptive as possible.
Things to Consider:
Quality Assurance processes are employed to ensure that errors are not introduced into the
system. Quality Control measures are taken at various stages of the process in an attempt to
identify problems that could potentially lead to system failure before they happen.
The level of excellence required to achieve zero downtime is not easily attainable. No process
or procedure is perfect, particularly in its early stages. It‟s crucial to have a plan for
continuous process improvement in place to provide a mechanism for fine tuning the
program. For instance, all MOP‟s should have a feedback section that is used to document
any variance that was noted in how the procedure was performed vs. how it was written.
Suggestions for improvements can be rolled immediately into a new version of the procedure
and run through QA. Important lessons can be documented in a Lessons Learned Report and
distributed throughout the organization.
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10. Support Systems (CMMS/EDMS)
Provide an overview of the vendor‟s approach to operational support systems, such as electronic
document management systems (EDMS) and computerized maintenance management systems
(CMMS).
Management Systems Integration: Assuming the client has a current maintenance
management system, how would you work with or integrate your preferred systems with the
client‟s existing system? Will you utilize our pre-existing maintenance management system?
What are your recommendations as it relates to current CMMS products that are available?
Is the proposed system web or server based?
Asset Data Management System: What asset data management system or CMMS software
do you prefer to use for asset management and reporting purposes? Are you willing / able to
work with our existing or preferred system?
Maintenance Management Systems Support: What technical staff/support teams are
available and proposed in this response as it relates to your CMMS products? How would
the support change or differ if the system is web vs. server based?
CMMS System upgrades: Within the proposed/selected computerized maintenance
management product, how often do you upgrade this system?
Things to Consider:
Work Order Management is included in a Computerized Maintenance Management System
(CMMS) and helps in the scheduling, assignment and tracking of all the facility maintenance
activities. The record of these activities can be used to generate vital statistics about facility
health, program effectiveness and resource utilization.
A Document Management System (DMS) is used to provide electronic storage and retrieval
of important facility documentation. This ensures that the material is organized, accessible,
backed up and available for auditing. The DMS contains workflow used for document review
and approval by Quality Control.
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11. Value-added Innovations
Describe the cost management and value-added programs you offer, such as cost
reduction programs, energy efficiency programs, and facility improvement programs.
Cost Management / Cost Savings
Cost Management: How does you manage overall company costs and ensure that reliability
is maintained?
Cost Reduction Programs: What programs do you implement in order to reduce facility costs?
Are cost savings programs structured or unstructured? Are they considered in-scope or out of
scope? Provide past examples.
Contract Negotiation: Are you able and willing to negotiate discounts for maintenance or
other third party contracts? Is the vendor willing/able to take some activities in-house to
reduce overall costs? Provide past examples.
Lowering TCO: How does your overall program assist in lowering our total cost of ownership
while maintaining or even improving facility reliability?
Soft Services: Do you provide soft services (custodial, grounds upkeep, security, etc) in
addition to critical facility support/maintenance functions? If so, how are these broken out?
Value Added Services: What other value added services do you feature and have
implemented for your clients? How would these services be beneficial to our critical
facilities?
Efficiency Improvements (Energy Efficiency)
Describe in detail your approach to operational energy efficiency.
Efficiency Improvement Programs: What efficiency improvement programs do you offer? How
is it structured within the contract? Describe your overall approach and detail steps towards
optimization. Provide detailed general examples as well as past client examples.
Automation / Monitoring tools: Do you incorporate automation and monitoring tools and
systems? If so, how?
Utility Relations: How do you interact with and leverage utility incentives and relationships to
improve efficiency?
Industry Groups: What interaction does the vendor have with relevant industry associations,
such as LEED, Energy Star and Green Grid? Are they members? Do they participate in or
have access to educational resources? Certified personnel?
Quality & Process Improvements
Describe and provide examples of other value-added programs you offer, such as quality and
process improvement programs.
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12. Customer Service / Satisfaction
How do you ensure customer satisfaction? Include a description of your processes, goals and
philosophies.
Existing Client Satisfaction: In what ways do you assess and ensure client satisfaction? How
often are these assessments done? Please describe your overall approach, process and
philosophies as it relates to client satisfaction? How do you handle complaints/defective
work? What tools and procedures are do you use to address client complaints and
substandard work?
Reliability record: If possible, provide the reliability record in terms of average uptime
percentage obtained for your clients.
Measuring Quality of Work: What tools, policies/procedures do you institute to qualify,
measure and assure your standard of work?
Key Performance Indicators: How do you measure performance? What method and how
frequently do you conduct KPI reviews?
Service Level Agreement: Define, in detail, your service level support and include examples
of legacy service level agreements.
Customer Service Features: Describe your overall approach to customer service. Do you
have a 24X7 service line or operations center? If not 24X7, what are the particular facility
types and hours of operation? What is your average meantime to issue resolution? Please
provide examples of escalation procedures for any unresolved issues. Please provide any
and all remote tools/capabilities in remote issue resolution.
Support Services: Please demonstrate what support services will be offered both initially,
and ongoing in the successful management of our facilities.
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13. Organizational Values & Policies
Business Continuity: Do you have a documented business
continuity/disaster recovery plan? Can this plan be provided to us for
review? If you are unwilling to share the entire plan, can you provide a
general outline? How often is this plan reviewed and how often is it updated?
Insurance: Do you meet the necessary insurance coverage of our organization?
Supplier Diversity: Are you a minority or woman business enterprise (MBE/WBE)? If so,
please provide certification information. Does your organization have a current supplier
diversity program? Do you track annual Tier 1 and Tier 2 supplier spend?
Industry Memberships: Please provide a list of any/all industry organizational memberships
you have and demonstrate how these affiliations contribute to the stability and successful
management of our critical facilities.
Labor Policies: Please provide a description of your policies surrounding Health & Safety,
Child Labor, Environmental Working Conditions and Discrimination policies.
Code of Ethics: Do you have an ethical code of conduct policy? If so, what is the process by
which your employees adopt and sign off on these ethics standards? How frequently are
employees expected to accept this policy?
Conclusion
The list of crucial elements for a reliable data center operations program is long. For a program that
will deliver a business advantage and low total cost of ownership, the list is even longer. But, it‟s
absolutely worth it. We hope this checklist will point you in the right direction to getting the most out
of your program in terms of reliability, cost savings and energy savings. Even though this document is
already very long, please do not use it as an exhaustive guide. Rather, consider it a starting point.
Again, we welcome your feedback and suggested additions to this guide. Please feel free to tell us
your suggestions in this very short, five question survey so that we can continually expand and
improve this guide.
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