This document summarizes a training module on advanced management tools and processes. It discusses managing time through prioritization, setting goals and measuring performance. It provides tools for strategic thinking including SWOT analysis and setting key performance indicators. The overall aim is to equip managers with skills for effective leadership, goal alignment, problem solving and developing their team.
This document discusses tools for advanced management, including managing time, strategic thinking, and measuring performance. It provides guidance on time management techniques like setting priorities, understanding energy patterns, and using tools. Strategic thinking tools covered include SWOT analysis and developing strategic action plans. The document also discusses establishing key performance indicators to measure performance through defining outcomes, process mapping, and establishing measurable goals.
Project management is a special skill or a common sense? most imp is to track,b alert, reviews & mitigate risks
"
"Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.
Read http://tl.gd/jm1gh5
Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!
- Earthsoft Foundation of Guidance
Let us make earth little softer..
"
Agile Improvement Method - Andrew Griffits (Lamri)Paula Gomes
The document discusses an agile improvement method for process improvement projects. It summarizes that traditional improvement projects often fail to meet the needs of agile teams. It then proposes adapting agile principles to improvement projects, such as focusing on rapidly delivering useful improvements, deploying improvements frequently in small batches rather than large projects, and using face-to-face communication. The presentation then outlines how an agile improvement method may look by dividing it into initiation, mobilization, and delivery phases with examples of activities for each phase like understanding needs, prioritizing improvements, and packaging improvements to address specific pain points or deliver outcomes.
David Devoe Tps Training Presentation Aug 2010Leanfor6S
This document provides an overview and summary of TPS training modules delivered to employees of Raymond Industrial Equipment. The training included 10 modules covering topics such as introductions to TPS philosophies and tools, 5S, standardized work, Kaizen, Just in Time, and Jidoka. Hands-on exercises were also conducted to demonstrate push and pull production systems. In total, 424 employees received the training between 2006 and 2007. The training aims to develop staff managers' ability to successfully lead change within their respective areas and implement TPS processes.
The document discusses employee engagement strategies presented by Linda Dulye of Dulye & Co. It describes using employee survey data to prioritize issues, forming employee action teams to analyze problems and propose solutions, and developing leaders' engagement skills through activities like weekly walkarounds. The goal is to shift from a top-down culture to one with more two-way communication and employee ownership of engagement initiatives.
Case Study: Managing a Metrics InitiativeSurbhi Dangi
The document is a presentation by Team Bottlesworth summarizing their change management initiative for Astral Bank. It includes the goal of optimizing performance through a portfolio dashboard and roadmap for change management. It discusses the team's experience, insights, challenges, and references. The presentation agenda is broken into sections on the change initiative, team experience, and conclusion.
The document summarizes an upcoming Project Management Office Summit to be held in San Diego, California from October 14-16, 2009. The summit will provide sessions and seminars to help attendees develop and implement a successful PMO to improve project efficiency. Specific sessions will include how to leverage a PMO in tough economic times, increase project transparency, and align the PMO with business needs. A pre-conference seminar on properly executing a PMO implementation is also outlined. The target attendees are listed as project managers, program managers, IT directors, and other roles involved in process improvement and project management.
This document discusses tools for advanced management, including managing time, strategic thinking, and measuring performance. It provides guidance on time management techniques like setting priorities, understanding energy patterns, and using tools. Strategic thinking tools covered include SWOT analysis and developing strategic action plans. The document also discusses establishing key performance indicators to measure performance through defining outcomes, process mapping, and establishing measurable goals.
Project management is a special skill or a common sense? most imp is to track,b alert, reviews & mitigate risks
"
"Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.
Read http://tl.gd/jm1gh5
Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!
- Earthsoft Foundation of Guidance
Let us make earth little softer..
"
Agile Improvement Method - Andrew Griffits (Lamri)Paula Gomes
The document discusses an agile improvement method for process improvement projects. It summarizes that traditional improvement projects often fail to meet the needs of agile teams. It then proposes adapting agile principles to improvement projects, such as focusing on rapidly delivering useful improvements, deploying improvements frequently in small batches rather than large projects, and using face-to-face communication. The presentation then outlines how an agile improvement method may look by dividing it into initiation, mobilization, and delivery phases with examples of activities for each phase like understanding needs, prioritizing improvements, and packaging improvements to address specific pain points or deliver outcomes.
David Devoe Tps Training Presentation Aug 2010Leanfor6S
This document provides an overview and summary of TPS training modules delivered to employees of Raymond Industrial Equipment. The training included 10 modules covering topics such as introductions to TPS philosophies and tools, 5S, standardized work, Kaizen, Just in Time, and Jidoka. Hands-on exercises were also conducted to demonstrate push and pull production systems. In total, 424 employees received the training between 2006 and 2007. The training aims to develop staff managers' ability to successfully lead change within their respective areas and implement TPS processes.
The document discusses employee engagement strategies presented by Linda Dulye of Dulye & Co. It describes using employee survey data to prioritize issues, forming employee action teams to analyze problems and propose solutions, and developing leaders' engagement skills through activities like weekly walkarounds. The goal is to shift from a top-down culture to one with more two-way communication and employee ownership of engagement initiatives.
Case Study: Managing a Metrics InitiativeSurbhi Dangi
The document is a presentation by Team Bottlesworth summarizing their change management initiative for Astral Bank. It includes the goal of optimizing performance through a portfolio dashboard and roadmap for change management. It discusses the team's experience, insights, challenges, and references. The presentation agenda is broken into sections on the change initiative, team experience, and conclusion.
The document summarizes an upcoming Project Management Office Summit to be held in San Diego, California from October 14-16, 2009. The summit will provide sessions and seminars to help attendees develop and implement a successful PMO to improve project efficiency. Specific sessions will include how to leverage a PMO in tough economic times, increase project transparency, and align the PMO with business needs. A pre-conference seminar on properly executing a PMO implementation is also outlined. The target attendees are listed as project managers, program managers, IT directors, and other roles involved in process improvement and project management.
The document discusses an organization's implementation of an Enterprise Resource Planning (ERP) system over 12 months. It outlines issues that can cause ERP projects to fail like lack of commitment and resources. The implementation plan includes training employees, developing standard operating procedures, cleaning data, testing the database, going live with the system, and providing ongoing maintenance and upgrades. Motivation strategies like incentives, recognition programs, and flexibility are discussed to encourage employees during the accelerated implementation.
Final linda dulye nj iabc chapter ultimate engagement 110811Dulye
The document discusses strategies for improving employee engagement through effective communication and leadership. It recommends conducting an employee survey to identify issues, then forming cross-functional action teams to address priorities. Leaders should participate in regular "walkarounds" to connect with frontline employees, and metrics should track progress in engagement and business outcomes over time. Piloting the program with a small group before expanding it is also advised.
The document provides an overview of agile concepts, principles, frameworks and challenges for agile teams. It discusses agile planning, estimating, reporting and tracking processes. Key topics covered include working in agile teams, factors affecting them, team dynamics and challenges along with solutions. Continuous improvement, governance and questions from participants are also addressed.
Financial planning process 1 powerpoint presentation slides ppt templatesSlideTeam.net
The document summarizes the six-step financial planning process as:
1) Determine current financial situation
2) Develop financial goals
3) Identify alternative courses of action
4) Evaluate alternative plans
5) Create and implement a financial action plan
6) Assess the plan, considering risks, time value of money, life situation, personal values, and economic factors.
In today’s economic environment, all companies strive to control expenses and manage resources efficiently. Most feel this goal is achieved through deploying technology. That is not always the case.
In this session, learn how Amylin Pharmaceutical’s top continuous improvement project surpassed tough targets in procurement and accounts payable, without introducing technology. Discover how to:
- Use Kaizen methodologies with a cross-functional team
- Find solutions without adding software or capital expenditures
- Save money and redirect staff to perform value-added tasks
The document summarizes an upcoming Project Management Office Summit to be held in San Diego, California from October 14-16, 2009. The summit will focus on how to develop and implement a successful Project Management Office (PMO) to maximize project efficiency and eliminate waste. Over the course of two and a half days, attendees will learn strategies for leveraging a PMO during tight economic times, increasing project transparency, aligning the PMO with business needs, and developing PMO measures and metrics for improved organizational success. A pre-conference seminar on properly executing a PMO implementation is also offered. Keynote speakers will discuss proven strategies for supporting the PMO business case and communicating PMO benefits to gain executive buy-in
This document discusses common pitfalls that process improvement initiatives often face. It begins by noting that while process improvements initially generate excitement and progress, they frequently fail to create lasting change as motivation wanes over time. The document then outlines three key drivers of process improvement initiatives - purpose, process, and people - and examines common pitfalls within each area. These include a lack of leadership support, unrealistic expectations, not involving the right stakeholders, and poor change management. The document stresses that understanding potential pitfalls can help recovery efforts and recommends preventative strategies like clear communication, addressing employee concerns, and linking goals to business strategies to help ensure process improvement initiatives succeed.
The document introduces e/M-MindSkills 10 Minute Techniques, which are designed to create provable and lasting workplace behavior changes through short, self-coaching sessions. The techniques cut training costs and time by over 90% by addressing soft skills like self-awareness, relationships, change, leadership and communication through 80 components. Each component guides users through a process in 10-20 minutes to improve a specific skill without lectures, travel, or follow up needed. The techniques have been developed over 15 years and use behavioral linguistics to efficiently create rapid, measurable improvements to performance and skills through small, cumulative behavior changes.
This presentation discusses the Automated Project Office (APO), a software solution that provides visibility, control, and optimization of projects. It summarizes that APO enables project management through predictive analytics and key performance indicators. Implementing APO can reduce rework by 40% and improve productivity by 30% through process enforcement and analytics. Typical costs include $5,000 per month for the first 10 users and 100 projects.
This document discusses how extreme time constraints can unleash innovation and productivity through forcing projects into minimum viable iterations completed in very short cycles. It argues that less work, less debt, and laser focus on delivering value in tight deadlines creates an environment that promotes transparency, engagement, and breakthrough innovation. However, it also notes drawbacks like intensity, exposure of weaknesses, and disruption of flow. Key success factors include frequent customer interaction, transparency, ambiguity tolerance, and social/organizational safety. Estimating is de-emphasized in favor of flexible scoping to deliver maximum value in the time allowed.
Michael Kipp is an experienced C-level executive with over 20 years of international business experience. He has a track record of improving financial performance and transforming companies. He has worked in multiple industries including retail, technology, manufacturing, and business services. Kipp is a polished communicator skilled at building high-performing teams and driving operational and financial strategies.
This document discusses decision modeling as a foundation for process reengineering. It defines decision modeling as showing the chronological sequence of major decisions needed to accomplish a goal, with the knowledge required to support each decision. The key points are:
- Decision modeling focuses on the essential "what" decisions rather than how tasks are currently done.
- It provides a framework to design an improved "to-be" process by starting with rational consensus on critical decisions rather than constraints of the existing process.
- A step-by-step approach is outlined to build decision models through mapping the existing process, identifying decisions, evaluating required knowledge, and refining the decision sequence to design an improved process.
Prime Sales Solutions Success Achiever Overview Power Point 2010Matt Zimmerman
The Success Achiever program is a results-driven set of methodologies developed by Business Solutions experts to successfully evaluate, deploying and maintain business solutions, one step at a time. This methodology is derived from more than a decade of best practices, positions and focuses your organization to realize a clear and defined set of goals. The end results are realistic benchmarks and exceptions while achieving a rapid return on investmen
Financial planning process style 5 powerpoint presentation templatesSlideTeam.net
The document outlines a financial planning process that involves communication, investment management, retirement planning, education planning, addressing client issues, setting client goals, managing taxes, smart spending, debt management, and continual refinement through implementation. The process focuses on providing proactive advice to clients through various aspects of financial planning.
Financial planning process style 5 powerpoint presentation slides db ppt temp...SlideTeam.net
The document outlines a financial planning process that focuses on communication, proactive advice, investment management, retirement planning, education planning, insurance issues, taxes, smart spending, debt management, and continual refining to meet client goals through implementation. Key aspects include identifying client goals, providing advice on investments, retirement, taxes, insurance, and spending, as well as managing investments, planning for education needs, and continually refining the financial plan.
This document provides an overview of tools and concepts for managing time, strategic thinking, and measuring performance. It discusses setting priorities and managing time effectively, conducting strategic SWOT analyses, and establishing key performance indicators. Participants are guided through exercises to develop time management and strategic plans, complete a SWOT analysis, and establish KPIs to measure a specific area of responsibility. The purpose is to provide advanced management skills and processes.
This document summarizes a presentation about transforming a project management office (PMO) into a project performance office (PPO). It discusses the expectations for the presentation, introduces the concept of a PPO and how it differs from a PMO, outlines approaches to assessing, implementing, and adopting a PPO using people, process, and technology, and provides examples of PPO models and standards that could be used. The presentation concludes with a discussion of next steps for transforming an organization's PMO into a higher performing PPO.
The document discusses an organization's implementation of an Enterprise Resource Planning (ERP) system over 12 months. It outlines issues that can cause ERP projects to fail like lack of commitment and resources. The implementation plan includes training employees, developing standard operating procedures, cleaning data, testing the database, going live with the system, and providing ongoing maintenance and upgrades. Motivation strategies like incentives, recognition programs, and flexibility are discussed to encourage employees during the accelerated implementation.
Final linda dulye nj iabc chapter ultimate engagement 110811Dulye
The document discusses strategies for improving employee engagement through effective communication and leadership. It recommends conducting an employee survey to identify issues, then forming cross-functional action teams to address priorities. Leaders should participate in regular "walkarounds" to connect with frontline employees, and metrics should track progress in engagement and business outcomes over time. Piloting the program with a small group before expanding it is also advised.
The document provides an overview of agile concepts, principles, frameworks and challenges for agile teams. It discusses agile planning, estimating, reporting and tracking processes. Key topics covered include working in agile teams, factors affecting them, team dynamics and challenges along with solutions. Continuous improvement, governance and questions from participants are also addressed.
Financial planning process 1 powerpoint presentation slides ppt templatesSlideTeam.net
The document summarizes the six-step financial planning process as:
1) Determine current financial situation
2) Develop financial goals
3) Identify alternative courses of action
4) Evaluate alternative plans
5) Create and implement a financial action plan
6) Assess the plan, considering risks, time value of money, life situation, personal values, and economic factors.
In today’s economic environment, all companies strive to control expenses and manage resources efficiently. Most feel this goal is achieved through deploying technology. That is not always the case.
In this session, learn how Amylin Pharmaceutical’s top continuous improvement project surpassed tough targets in procurement and accounts payable, without introducing technology. Discover how to:
- Use Kaizen methodologies with a cross-functional team
- Find solutions without adding software or capital expenditures
- Save money and redirect staff to perform value-added tasks
The document summarizes an upcoming Project Management Office Summit to be held in San Diego, California from October 14-16, 2009. The summit will focus on how to develop and implement a successful Project Management Office (PMO) to maximize project efficiency and eliminate waste. Over the course of two and a half days, attendees will learn strategies for leveraging a PMO during tight economic times, increasing project transparency, aligning the PMO with business needs, and developing PMO measures and metrics for improved organizational success. A pre-conference seminar on properly executing a PMO implementation is also offered. Keynote speakers will discuss proven strategies for supporting the PMO business case and communicating PMO benefits to gain executive buy-in
This document discusses common pitfalls that process improvement initiatives often face. It begins by noting that while process improvements initially generate excitement and progress, they frequently fail to create lasting change as motivation wanes over time. The document then outlines three key drivers of process improvement initiatives - purpose, process, and people - and examines common pitfalls within each area. These include a lack of leadership support, unrealistic expectations, not involving the right stakeholders, and poor change management. The document stresses that understanding potential pitfalls can help recovery efforts and recommends preventative strategies like clear communication, addressing employee concerns, and linking goals to business strategies to help ensure process improvement initiatives succeed.
The document introduces e/M-MindSkills 10 Minute Techniques, which are designed to create provable and lasting workplace behavior changes through short, self-coaching sessions. The techniques cut training costs and time by over 90% by addressing soft skills like self-awareness, relationships, change, leadership and communication through 80 components. Each component guides users through a process in 10-20 minutes to improve a specific skill without lectures, travel, or follow up needed. The techniques have been developed over 15 years and use behavioral linguistics to efficiently create rapid, measurable improvements to performance and skills through small, cumulative behavior changes.
This presentation discusses the Automated Project Office (APO), a software solution that provides visibility, control, and optimization of projects. It summarizes that APO enables project management through predictive analytics and key performance indicators. Implementing APO can reduce rework by 40% and improve productivity by 30% through process enforcement and analytics. Typical costs include $5,000 per month for the first 10 users and 100 projects.
This document discusses how extreme time constraints can unleash innovation and productivity through forcing projects into minimum viable iterations completed in very short cycles. It argues that less work, less debt, and laser focus on delivering value in tight deadlines creates an environment that promotes transparency, engagement, and breakthrough innovation. However, it also notes drawbacks like intensity, exposure of weaknesses, and disruption of flow. Key success factors include frequent customer interaction, transparency, ambiguity tolerance, and social/organizational safety. Estimating is de-emphasized in favor of flexible scoping to deliver maximum value in the time allowed.
Michael Kipp is an experienced C-level executive with over 20 years of international business experience. He has a track record of improving financial performance and transforming companies. He has worked in multiple industries including retail, technology, manufacturing, and business services. Kipp is a polished communicator skilled at building high-performing teams and driving operational and financial strategies.
This document discusses decision modeling as a foundation for process reengineering. It defines decision modeling as showing the chronological sequence of major decisions needed to accomplish a goal, with the knowledge required to support each decision. The key points are:
- Decision modeling focuses on the essential "what" decisions rather than how tasks are currently done.
- It provides a framework to design an improved "to-be" process by starting with rational consensus on critical decisions rather than constraints of the existing process.
- A step-by-step approach is outlined to build decision models through mapping the existing process, identifying decisions, evaluating required knowledge, and refining the decision sequence to design an improved process.
Prime Sales Solutions Success Achiever Overview Power Point 2010Matt Zimmerman
The Success Achiever program is a results-driven set of methodologies developed by Business Solutions experts to successfully evaluate, deploying and maintain business solutions, one step at a time. This methodology is derived from more than a decade of best practices, positions and focuses your organization to realize a clear and defined set of goals. The end results are realistic benchmarks and exceptions while achieving a rapid return on investmen
Financial planning process style 5 powerpoint presentation templatesSlideTeam.net
The document outlines a financial planning process that involves communication, investment management, retirement planning, education planning, addressing client issues, setting client goals, managing taxes, smart spending, debt management, and continual refinement through implementation. The process focuses on providing proactive advice to clients through various aspects of financial planning.
Financial planning process style 5 powerpoint presentation slides db ppt temp...SlideTeam.net
The document outlines a financial planning process that focuses on communication, proactive advice, investment management, retirement planning, education planning, insurance issues, taxes, smart spending, debt management, and continual refining to meet client goals through implementation. Key aspects include identifying client goals, providing advice on investments, retirement, taxes, insurance, and spending, as well as managing investments, planning for education needs, and continually refining the financial plan.
This document provides an overview of tools and concepts for managing time, strategic thinking, and measuring performance. It discusses setting priorities and managing time effectively, conducting strategic SWOT analyses, and establishing key performance indicators. Participants are guided through exercises to develop time management and strategic plans, complete a SWOT analysis, and establish KPIs to measure a specific area of responsibility. The purpose is to provide advanced management skills and processes.
This document summarizes a presentation about transforming a project management office (PMO) into a project performance office (PPO). It discusses the expectations for the presentation, introduces the concept of a PPO and how it differs from a PMO, outlines approaches to assessing, implementing, and adopting a PPO using people, process, and technology, and provides examples of PPO models and standards that could be used. The presentation concludes with a discussion of next steps for transforming an organization's PMO into a higher performing PPO.
Presentation at Agile Australia 2012: Agile and Lean methods are not just for developers! This case study will show the how an IBM Sales team is using Agile and Lean methods and tools to manage their workflow, work load, and work prioritisation; while making reporting and real-time dashboards a reality for sales management. Included in this case study will be the movement to self-organising teams and team prioritisation sessions.
The document provides an overview of the consulting firm TokuSaku. It discusses TokuSaku's approach to project execution, which focuses on understanding all aspects of a client's situation and ensuring focus and alignment throughout a project. The document also outlines TokuSaku's services and techniques, including forms/methods and tools to ensure client success. Finally, it highlights advantages such as tailored solutions, solution-agnostic advice, and experienced professionals committed to delivering on time, budget, and scope.
This document discusses key elements of succession planning including:
1) Assessment of key positions and identification of key talent, development of development plans, and monitoring and review of progress.
2) Getting the whole team working together to achieve defined and measurably improving results through determining strategy, setting objectives, improving recruitment and training, and implementing coaching and appraisal systems.
3) Including management overviews at key stages to ensure consistency and develop team spirit and synergy.
This document summarizes an Agile Methods presentation by John Goodpasture. It discusses how Agile focuses on delivering value to customers through frequent incremental deliveries, working in small self-managed teams, and establishing a backlog to guide and prioritize work. It emphasizes that requirements will evolve over time and success relies on embracing change rather than fighting it. Value is realized when customers pay or benefit from the project outcomes, with the overall goal of transforming investments into customer value.
This document discusses agile metrics and why they matter. It begins with an introduction to Erik Weber and his background. It then provides a brief history of metrics usage, comparing traditional and agile environments. In traditional environments, metrics were often used punitively with negative effects, while agile focuses on building quality in through practices like definition of done. The document cautions that the only metric that truly matters is customer feedback. It discusses the human side of metrics, like the Hawthorne effect, and suggests focusing on outcomes rather than outputs. Finally, it provides examples of agile metrics like sprint burndowns, velocity, throughput and happiness that can provide value when used appropriately.
This document discusses daily work management (DWM) and how it can be used to improve continuous improvement efforts like kaizen. It explains that DWM involves establishing managing points and checking points to monitor daily work. This provides visibility into operations and allows for timely course corrections. The document provides examples of managing and checking point tables and emphasizes that DWM should be integrated into daily work rather than seen as a separate activity. Regular reviews of metrics and goal-setting are presented as important aspects of effective DWM.
The document outlines plans to improve the FP&A (financial planning and analysis) function over the next year at a company. It discusses assessing the current state, including issues with strategic planning, budgeting, forecasting, and performance reviews. The goals for FP&A are to continually improve processes and systems, provide better visibility and understanding of business performance and strategies, and become a more valued partner to the business. The year 1 strategy focuses on beginning to improve capabilities, creating visibility into drivers and KPIs, partnering with business leaders, and supporting strategy tracking.
Tips and Tools for Great Financial Management (handout 1 of 1)Greenlights
1) The document provides tips and tools for effective financial management, including assessing critical areas for improvement, establishing policies and procedures, creating routines like a finance calendar, and effective budgeting and reporting.
2) It emphasizes the importance of people and critical resources like accounting staff, leadership, and outside relationships.
3) Powerful reporting tools are discussed, including key performance measures, internal reporting to managers, and board reporting using charts, graphs, and a focus on cash position, revenues, expenses, and variances from budget.
Establish a Solid Content Creation Plan with 3-D Content MappingPardot
Learn how 3-D content mapping helps you create a thorough content marketing plan. Learn about:
- Message types, including persona identification
- Implementation of marketing content resources
- Getting the most from your content resource efforts
The document discusses how a US Navy IT Directorate improved its project management process by implementing a CPIC Pre-Select phase. It describes how previously there were disparate practices across divisions, no central request pipeline, and a focus on tactical solutions over strategic needs. The new Pre-Select process involved adding questions to an existing request form and creating a Pre-Select Board to assess requests earlier. Benefits included improved communication, a focus on real business problems, and prioritizing the right projects. Keys to success were gaining buy-in incrementally and right-sizing the lightweight process.
The document announces The 2009 Project Management Office Summit taking place from October 14-16, 2009 in San Diego, CA. The summit will focus on developing and implementing effective Project Management Offices (PMOs) to maximize project efficiency. Over the three days, presentations will provide strategies for leveraging PMOs, increasing project transparency, aligning PMOs with business needs, and establishing metrics to measure PMO performance. Pre-conference and post-conference seminars will allow for hands-on learning and application of PMO best practices.
This document outlines a presentation on implementing continuous improvement through Kaizen techniques. It discusses why Kaizen is important for achieving better results through small, incremental changes over time. The document provides an overview of how to identify improvement opportunities, implement corrective actions through a Plan-Do-Check-Act cycle, and standardize processes. Examples of success using Kaizen techniques are also mentioned.
The document announces The 2009 Project Management Office Summit taking place from October 14-16, 2009 in San Diego, CA. The summit will provide attendees with strategies and best practices for developing and implementing a successful Project Management Office (PMO) to improve project efficiency and eliminate waste. A pre-conference seminar on October 14th will focus on PMO implementation lessons learned. Conference sessions over the following two days will address topics such as developing a business case for a PMO, project portfolio management, marketing a PMO internally, and developing PMO metrics and measures. Attendees will include project managers, program managers, IT directors, and others involved in process improvement.
This document introduces the return on investment (ROI) methodology for measuring the value of project management. It discusses why measuring value is important, as most projects are over budget and behind schedule. The ROI methodology provides a 10-step process for conducting an evaluation, including planning objectives, collecting data during and after implementation, analyzing data, calculating costs and benefits, and reporting results. Implementing ROI can help justify budgets, improve processes, and show how project management contributes to business goals.
Corporate communication is too chaotic. Regain control of your time. You can collaborate socially without losing control by using a Forms-based Cloud application.
Add Fuel to Your Campaign Fires with 3-D Content MappingPardot
Marketing automation experts Micky Long (Vice President, Arketi Group) and Derek Grant (SVP of Sales, Pardot) give you an in-depth look at taking your content from one-dimensional to 3D in this hour-long, information-packed webinar.
Analysis Prioritisation Communication-Day SevenReuben Ray
This document provides information on quality processes and process improvement strategies. It discusses concepts like the planning process with inputs like vision and gap analysis, prioritization using Kano analysis, and monitoring. Other sections cover quality definitions and strategies for competitive advantage like cost leadership, differentiation, and customer orientation. Process improvement frameworks like Lean, Six Sigma, TQM and BPR are mentioned. The document also includes information on benchmarking, value creation, implementation, and team mandates for process improvement projects.
A quality management plan sets priorities and goals for a company's total quality management (TQM) efforts. It clarifies the activities needed to meet objectives by defining processes, owners, best practices, and documentation. The plan also establishes methods for periodic review and improvement to measure performance against goals and produce consistent, tangible benefits from TQM.
Similar to Home Brew Module 6 Advanced Management (20)
This 3 sentence summary provides the essential information from the document:
The document instructs students in a home brewing course to print out the workbook/manual from the intranet site before starting the DVD, and to pause the DVD if they do not have the manual in order to obtain it; it also notes that students can pause and rewind the DVD anytime during the video.
The document is a training DVD program on people skills for home brewing. It covers several topics:
1. The change curve model which outlines the typical phases people go through in response to change.
2. An effective team leader model which emphasizes leading people and managing resources to achieve company vision and goals through problem solving processes and communication.
3. Active listening skills including focusing on the speaker, acknowledging what they say, responding to seek clarity, and providing feedback.
4. How to delegate tasks through explaining the purpose, task steps, getting feedback, specifying responsibilities, and setting a review.
5. Training others by telling them what to do, showing them how, letting them try, observing
This document provides an agenda and information about advanced systems and processes tools for a home brew program. It discusses a business excellence model, failure mode and effect analysis (FMEA), and next steps. The business excellence model focuses on outcomes, processes, self-assessment, and continuous improvement. It then provides an example of scoring an organization against the model. The document also explains how to conduct an FMEA to systematically evaluate potential failures, causes, effects, detection methods, and risks. Attendees are instructed to complete an FMEA exercise for an area of their business and develop actions to address key risks.
The document provides an overview of an advanced leadership training module that discusses coaching skills, change potential, and life balance. It includes exercises for participants to assess their coaching approach, evaluate factors influencing change, and analyze their personal life balance. The training concludes by having participants complete exercises and review next steps which involve using tools from the module and preparing for a future session on advanced systems and processes.
This document provides an overview of Module 5 of the Bundaberg Brewed Drinks Home Brew Program on advanced problem solving tools. It introduces several problem solving frameworks and processes including the Simple Framework, Powerful Problem Solving Sequence, sorting problems into Causes, Complications and Consequences, 5 Whys, the 4S model, CEDAC analysis, Decision Matrices, and the 7Ps of project planning. Participants are instructed to complete exercises applying these tools to real issues. The purpose is to help participants better explore and address problems using structured analysis techniques.
This 3 sentence summary provides the essential information from the document:
The document instructs students in a home brewing course to print out the workbook/manual from the intranet site before starting the DVD, and to pause the DVD if they do not have the manual in order to obtain it; it also notes that students can pause and rewind the DVD anytime during the video.
This document outlines an employee training program on planning. It discusses why planning is important, common challenges with planning, and ways to improve planning. Key steps to better planning discussed include understanding the audience and purpose, using a simple framework, clearly defining outcomes and timeframes, focusing on actions, involving the right people, cascading plans to different levels, and using tools like gap analysis and one page plans. Specific tools demonstrated include problem solving sequences, one page plans, gap analysis, and PROD for project planning. The overall goal is to teach employees how to create and implement more effective plans.
5. Team Leader Model
We LEAD people Company
and VISION We “walk the talk”
MANAGE resources Lead by example
Alignment to Goals & Targets
Set & Focus on the Develop Team
maintain the Outcomes Skills &
Standards Capabilities
Problem Solving Processes
Effective Communication
Home Brew Program 2009
7. TIME MANAGEMENT
The process of managing the choices we make
regarding the things we do within the time
available …
such that we can maximise the
fulfillment and results we achieve!
9. Incompetence?
“If you can’t do your job in a 10-
hour day during the week,
you’re either overworked or
incompetent”
Mike Abel
Chief Exec - M&C Saatchi Australia
BRW - April 23, 2009
Home Brew Program 2009
10. Reflection
• Take a few minutes to reflect on your time
management performance:
• What is driving this?
• What needs to change?
Home Brew Program 2009
11. Getting the Structure
1.Understand how you use your time
2.Set priorities
3.Understand your energy patterns
4.Use appropriate time management tools
12. TIME MANAGEMENT AUDIT
ISSUE NOW WHERE CHANGES REQUIRED
HRS HRS
Family 42 34 Organize Activities
Learning 2 6 Find something I really want to learn
Sleep 45 56 Watch less TV
Self 15 20 Read more books
Work 54 40 Look at areas that give least benefit
Travel 10 8 More planning to stop double up
Fitness 0 4 Walk the dog every morning
Total 168 168
WORK
Meetings 8
Planning 1
Customers 10
Coaching 1
Travel 12
Admin 15
Networking 2
Other 5
Total 54
13. Setting Priorities
URGENT NOT URGENT
Crises Build Relationships
I Pressing Problems Planning
M Deadlines Strategy
P Training
O
Fitness
R
B
Family
A
T
Self
1 2
A
N
T
N
O
Interruptions Trivia
T Some phone calls Some Mail
some mail
B
I Some phone calls
M Pressing Matters Pleasant actions
P
O
R
T
Popular Activities
Meetings
Reports
Time Wasters
C
3 4
A
N
T
14. Energy Patterns
A Priorities
B Priorities
Home Brew Program 2009
15. Taking Control
• Paper v. Electronic Systems ?
• “Big Rocks” Theory & Planning
• Delegation and Elimination
• Chunking and Deadlines
• Email – check 2-3 times per day
• “Quiet time” everyday
• Meetings – Agendas, times, attendees, actions
• 1 Page Reports & “Pushing Down”
• Phone & Impromptu Meetings
Home Brew Program 2009
16. Must-Should-Could
This is a useful tool to help with prioritisation
of options:
You ask the questions:
• Which of these MUST I do?
• Which SHOULD I do?
• Which COULD I do?
MUST takes priority over SHOULD then COULD
Home Brew Program 2009
17. • Overproduction
• Waiting
• Transport
• Inappropriate Processing
• Inventory
• Motion
• Defects
Home Brew Program 2010
18. Time Exercise
• Develop a 1PP for how you are going to
improve your time management?
Click on pause to stop the DVD.
Press Play to start DVD again when you have finished the
exercise
Home Brew Program 2009
20. Why ?
• Strategies are medium to longer term
decisive actions
• We spend most of our time at a tactical
and/or operational level
Most managers need to spend more time
thinking and planning at a strategic level –
Quadrant 2
Home Brew Program 2009
21. Strategic SWOT Analysis
STRENGTHS WEAKNESSES
• Customers • Consulting Skills
• Bus Experience • Size
• Staff • Product Range
• Finances • Resistance to Change
OPPORTUNITIES
• VA Products • Left sales to existing Clients
• Annual Planning Day
• Acquire other firms • Acquire a new Business
• Joint international network
• Geographical expansion • Consulting firm
• Strategic Alliances
• Alliances
THREATS
• No change • Remove negative people • Target weak Competitors
• Competitors • Bus Plan top 20% Clients • Jane to head Consulting
• Loss key Clients • Document all Processes • Publicise Targets
• Loss of Leader
22. Strategic SWOT Process
1. Clearly define the entity/issue under review and
the context of the analysis
2. Brainstorm competitive SWOT factors
3. Develop Action Statements to:
– Maximise Strengths
– Minimise Weaknesses
– Use Strengths to exploit Opportunities
– Use Strengths to overcome Threats
– Protect where Weaknesses & Threats combine
1. Pareto & Action Plan
Home Brew Program 2009
23. SWOT Tips
• Be Strategic – Is this competitive? Real?
• No more than 7 items in each category
• Ask the hard questions
• Strengths & Weaknesses are internal
• Opps & Threats are external factors acting
upon the entity/issue under examination –
not the actions that you would take.
Home Brew Program 2009
24. Exercise
1.Complete a SWOT Analysis of your area
of the business
2.What actions would you take as a result of
this analysis?
3.Group and prioritise the Actions
4.Summarise this into a One Page Plan
Click on pause to stop the DVD.
Press Play to start DVD again when you have finished the exercise
Home Brew Program 2009
26. What to measure?
• Performance measurement is often
difficult as it is often not easy to define
• There are usually 2 types of measures:
1. Lead Indicators – timely, simple, indicative
2. Lag Measures – concrete, complex, too late
• Usually need to measure Outcomes (Lag)
and Activity (Lead)
Home Brew Program 2009
27. Value
Accurate
Tax Minimised
The Client
Initial Fast
Interview Turnaround
Cost Effective
Process Proactive
Info
More
Info
Administration Final
Review Interview
Draft
Technology
Tax
Human Planning
Resources
Finalise
Statements
Strategic Business
Development 2008
28. Process Mapping Tips
• Define the outcomes
• Work backwards from the end-point
(outcome)
• Don’t get lost in the detail
• KISS
Home Brew Program 2009
29. KPI Structure
• Use the following acronym:
– V = Verb
– Q = Quantity
– T = Timeframe
– Q = Quality
• For example: Produce 10,000 ctns per
mth at 97% DIFOT
Home Brew Program 2009
30. Exercise
1.Review an area of your responsibility
2.Process Map to understand the key
activities
3.Establish some KPIs to measure
performance in this area
4.Discuss with a neighbour
Home Brew Program 2009
31. In conclusion
So what have we talking about?
Home Brew Program 2009
32. Team Leader Model
We LEAD people Company
and VISION We “walk the talk”
MANAGE resources Lead by example
Alignment to Goals & Targets
Set & Focus on the Develop Team
maintain the Outcomes Skills &
Standards Capabilities
Problem Solving Processes
Effective Communication
Home Brew Program 2009
34. Setting Priorities
URGENT NOT URGENT
Crises Build Relationships
I Pressing Problems Planning
M Deadlines Strategy
P Training
O
Fitness
R
B
Family
A
T
Self
1 2
A
N
T
N
O
Interruptions Trivia
T Some phone calls Some Mail
some mail
B
I Some phone calls
M Pressing Matters Pleasant actions
P
O
R
T
Popular Activities
Meetings
Reports
Time Wasters
C
3 4
A
N
T
36. Strategic SWOT Analysis
STRENGTHS WEAKNESSES
• Customers • Consulting Skills
• Bus Experience • Size
• Staff • Product Range
• Finances • Resistance to Change
OPPORTUNITIES
• VA Products • Left sales to existing Clients
• Annual Planning Day
• Acquire other firms • Acquire a new Business
• Joint international network
• Geographical expansion • Consulting firm
• Strategic Alliances
• Alliances
THREATS
• No change • Remove negative people • Target weak Competitors
• Competitors • Bus Plan top 20% Clients • Jane to head Consulting
• Loss key Clients • Document all Processes • Publicise Targets
• Loss of Leader
37. Value
Accurate
Tax Minimised
The Client
Initial Fast
Interview Turnaround
Cost Effective
Process Proactive
Info
More
Info
Administration Final
Review Interview
Draft
Technology
Tax
Human Planning
Resources
Finalise
Statements
Strategic Business
Development 2008
38. KPI Structure
• Use the following acronym:
– V = Verb
– Q = Quantity
– T = Timeframe
– Q = Quality
• For example: Produce 10,000 ctns per
mth at 97% DIFOT
Home Brew Program 2009
39. Next Steps
Complete Exercises from this module
Tools & Templates
Home Brew Intranet Site
Next Module: Module 7 - Advanced People &
Leadership
Home Brew Program 2008
40. Thanks
Strategy into Action
Home Brew Program 2008