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.
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.
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..
"
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.
This document discusses conducting effective meetings. It provides guidelines for establishing meetings, preparing for meetings, conducting meetings, improving meetings, and follow up after meetings. Some key points include establishing a clear meeting purpose and intended results, creating an agenda, identifying participants, and establishing logistics. The document also discusses establishing measurable meeting results to determine if a meeting was successful.
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.
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 GE WorkOut process is a method used to streamline processes, eliminate non-value added work, quickly identify and meet new business initiatives, and build an empowered workforce. It involves cross-functional teams analyzing problems and developing recommendations to meet goals set by leadership. The process has key elements of bottom-up idea generation by those closest to the work, followed by top-down approval and implementation of solutions within 90 days. When implemented successfully, it can help organizations become more efficient and responsive to changing market conditions.
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.
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..
"
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.
This document discusses conducting effective meetings. It provides guidelines for establishing meetings, preparing for meetings, conducting meetings, improving meetings, and follow up after meetings. Some key points include establishing a clear meeting purpose and intended results, creating an agenda, identifying participants, and establishing logistics. The document also discusses establishing measurable meeting results to determine if a meeting was successful.
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.
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 GE WorkOut process is a method used to streamline processes, eliminate non-value added work, quickly identify and meet new business initiatives, and build an empowered workforce. It involves cross-functional teams analyzing problems and developing recommendations to meet goals set by leadership. The process has key elements of bottom-up idea generation by those closest to the work, followed by top-down approval and implementation of solutions within 90 days. When implemented successfully, it can help organizations become more efficient and responsive to changing market conditions.
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.
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.
Growth stage general management success drivers dave litwiller - mar 29 2017Dave Litwiller
This document provides a summary of key practices for sustaining growth at scale in a technology business. It discusses maintaining a founder mentality through frequent small reorganizations and pruning bureaucracy. It emphasizes the importance of cash flow, developing strong managers, focusing on customer experience, and balancing incremental and disruptive innovation. It also notes that as data limits are reached, intuition and anticipating unquantified factors become more important for management.
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.
This document provides information about a Lean Six Sigma Yellow Belt Certification training program. The two-day training will teach participants to [1] apply Six Sigma tools to solve organizational challenges, [2] use the DMAIC process to improve projects and programs, and [3] implement Lean and Six Sigma more efficiently. [2] Attendees will learn techniques to continuously improve processes and complete an organizational improvement project.
Managing self respecting time & keeping commitmentsPadmesh Haridasan
Managing time effectively requires managing oneself. There are a few key principles to effective time management: prioritizing tasks based on importance, planning work activities, and organizing tasks. It is important to clarify one's job and set priorities that align with goals. Tasks should be prioritized based on their importance, and unexpected tasks need to be evaluated for how they fit with existing priorities. Planning activities should be done on an annual, quarterly, weekly, and daily basis to stay on track. Estimating time for tasks can be difficult but is important for effective planning. Keeping a time log can help analyze how time is currently spent and identify areas for improvement.
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 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.
This document provides information about the Corporate Performance Management Training Forum 2010, which will take place from January 20-22, 2010 in Arlington, VA. The forum will provide up to 18 CPE credits and feature step-by-step training on building strategy maps, balanced scorecards, and performance reporting. Participants will learn skills for implementing performance management and applying strategies to improve organizational results. The agenda outlines sessions on various performance management topics each day, including strategy mapping, measure identification, reporting, and becoming a strategy-focused organization.
This document provides information about an upcoming conference on project management excellence from July 7-10, 2010 in Arlington, VA. The conference will include optional pre-conference workshops on July 7th, a two-day summit on July 8-9th, and sessions on topics like managing projects on time and budget, implementing project methodologies, and improving processes. Attendees will learn skills for project success, managing troubled projects, and keeping up with government timetables.
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
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
Setting up projects for success overview 2013-03-14Robert Posener
The document discusses techniques for setting up projects for success. It emphasizes establishing clear expectations with stakeholders upfront, when their interest in the project is highest. This includes defining roles like the sponsor, who should focus on benefits realization rather than steering the project. It also recommends creating a supportive work environment and gaining early agreement on critical success factors.
This document provides an agenda for an optional project management conference taking place on July 7-9, 2010 in Arlington, VA. The conference includes pre-conference workshops on July 7th focusing on setting the stage for project management and tracking and managing projects. The main conference on July 8-9th will address topics such as implementing project selection strategies, earned value management, defining metrics to measure project results, and creating a process improvement culture. Speakers will provide guidance on managing projects on time and budget, identifying troubled projects, and improving processes.
Need to present lean project tools and techniques, SlideTeam offers you the lean project management PowerPoint Presentation. You can easily impart your business information with help of this lean practices PowerPoint slides. This lean thinking presentation templates contain slides on project planning process, dimensions of business planning, elements of project lifecycle, business objective, business scope, program phases, critical path, activity planner, week scheduler, yearly scheduler, tasks status dashboard, work breakdown structure, planning stages, work process, team management, planning and timeline, concept development, activity network, risk identification, progress against baseline schedule, alternatives evaluation and budgeting. With this lean manufacturing PowerPoint template, you can showcase various topics like six sigma, startup business, waste management, enterprise planning, improvement process, risk assessment, value stream mapping, and construction planning and change management. You can save time and enhance your Presentation skills by using our lean project management PowerPoint Presentation. Our Lean Project Management Powerpoint Presentation Slide will further your efforts. Their effect will draw in a bigger applause.
Most projects start out as great ideas. But, somewhere along the way, project management mistakes are made, communication breaks down, and, most projects—70% of them— end up late, over budget, and on the way to the project dumpster. These 8 projects failed epically, but therein are contained project management lessons any smart manager can benefit from.
The Work-Out - solve your business issuesSteven Tseng
The document outlines the GE Work-Out process, which addresses organizational problems through small cross-functional groups. It describes the roles of leaders, facilitators, and participants. Leaders sponsor and champion the Work-Out, selecting a focus area. Facilitators prepare the teams and run the session. Participants generate and present recommendations to leaders at a Town Meeting. If approved, participants implement the ideas. The three-stage process includes planning the Work-Out event, conducting the event, and implementing approved recommendations.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
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 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 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.
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.
Growth stage general management success drivers dave litwiller - mar 29 2017Dave Litwiller
This document provides a summary of key practices for sustaining growth at scale in a technology business. It discusses maintaining a founder mentality through frequent small reorganizations and pruning bureaucracy. It emphasizes the importance of cash flow, developing strong managers, focusing on customer experience, and balancing incremental and disruptive innovation. It also notes that as data limits are reached, intuition and anticipating unquantified factors become more important for management.
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.
This document provides information about a Lean Six Sigma Yellow Belt Certification training program. The two-day training will teach participants to [1] apply Six Sigma tools to solve organizational challenges, [2] use the DMAIC process to improve projects and programs, and [3] implement Lean and Six Sigma more efficiently. [2] Attendees will learn techniques to continuously improve processes and complete an organizational improvement project.
Managing self respecting time & keeping commitmentsPadmesh Haridasan
Managing time effectively requires managing oneself. There are a few key principles to effective time management: prioritizing tasks based on importance, planning work activities, and organizing tasks. It is important to clarify one's job and set priorities that align with goals. Tasks should be prioritized based on their importance, and unexpected tasks need to be evaluated for how they fit with existing priorities. Planning activities should be done on an annual, quarterly, weekly, and daily basis to stay on track. Estimating time for tasks can be difficult but is important for effective planning. Keeping a time log can help analyze how time is currently spent and identify areas for improvement.
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 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.
This document provides information about the Corporate Performance Management Training Forum 2010, which will take place from January 20-22, 2010 in Arlington, VA. The forum will provide up to 18 CPE credits and feature step-by-step training on building strategy maps, balanced scorecards, and performance reporting. Participants will learn skills for implementing performance management and applying strategies to improve organizational results. The agenda outlines sessions on various performance management topics each day, including strategy mapping, measure identification, reporting, and becoming a strategy-focused organization.
This document provides information about an upcoming conference on project management excellence from July 7-10, 2010 in Arlington, VA. The conference will include optional pre-conference workshops on July 7th, a two-day summit on July 8-9th, and sessions on topics like managing projects on time and budget, implementing project methodologies, and improving processes. Attendees will learn skills for project success, managing troubled projects, and keeping up with government timetables.
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
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
Setting up projects for success overview 2013-03-14Robert Posener
The document discusses techniques for setting up projects for success. It emphasizes establishing clear expectations with stakeholders upfront, when their interest in the project is highest. This includes defining roles like the sponsor, who should focus on benefits realization rather than steering the project. It also recommends creating a supportive work environment and gaining early agreement on critical success factors.
This document provides an agenda for an optional project management conference taking place on July 7-9, 2010 in Arlington, VA. The conference includes pre-conference workshops on July 7th focusing on setting the stage for project management and tracking and managing projects. The main conference on July 8-9th will address topics such as implementing project selection strategies, earned value management, defining metrics to measure project results, and creating a process improvement culture. Speakers will provide guidance on managing projects on time and budget, identifying troubled projects, and improving processes.
Need to present lean project tools and techniques, SlideTeam offers you the lean project management PowerPoint Presentation. You can easily impart your business information with help of this lean practices PowerPoint slides. This lean thinking presentation templates contain slides on project planning process, dimensions of business planning, elements of project lifecycle, business objective, business scope, program phases, critical path, activity planner, week scheduler, yearly scheduler, tasks status dashboard, work breakdown structure, planning stages, work process, team management, planning and timeline, concept development, activity network, risk identification, progress against baseline schedule, alternatives evaluation and budgeting. With this lean manufacturing PowerPoint template, you can showcase various topics like six sigma, startup business, waste management, enterprise planning, improvement process, risk assessment, value stream mapping, and construction planning and change management. You can save time and enhance your Presentation skills by using our lean project management PowerPoint Presentation. Our Lean Project Management Powerpoint Presentation Slide will further your efforts. Their effect will draw in a bigger applause.
Most projects start out as great ideas. But, somewhere along the way, project management mistakes are made, communication breaks down, and, most projects—70% of them— end up late, over budget, and on the way to the project dumpster. These 8 projects failed epically, but therein are contained project management lessons any smart manager can benefit from.
The Work-Out - solve your business issuesSteven Tseng
The document outlines the GE Work-Out process, which addresses organizational problems through small cross-functional groups. It describes the roles of leaders, facilitators, and participants. Leaders sponsor and champion the Work-Out, selecting a focus area. Facilitators prepare the teams and run the session. Participants generate and present recommendations to leaders at a Town Meeting. If approved, participants implement the ideas. The three-stage process includes planning the Work-Out event, conducting the event, and implementing approved recommendations.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
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 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
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 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 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.
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.
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 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 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.
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 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.
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.
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 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 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.
Managing Large-Scale Agile Transformations - Experiences At Yahoo!Tathagat Varma
Yahoo aims to keep users connected through personalized experiences across devices. This creates value for advertisers by connecting them with engaged audiences. Yahoo began embracing agile in 2004 through grassroots efforts and has experimented with various approaches over 8 years. The Agile and Scrum Adoption Program focuses on facilitating agile adoption across Yahoo in a framework-agnostic, results-oriented way. Key to scaling agile at Yahoo has been establishing credibility by solving problems rather than making promises, creating "beachheads" of success, and showing real results. Metrics are used strategically to measure effectiveness, efficiency, adoption, and readiness over time. The ultimate goal is for agile practices to become self-sustaining based on results
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.
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.
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.
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.
Studies show that many projects either fail outright or fail to meet most of their objectives. There are a myriad of possible reasons why this might be the case. Very often, organizations go looking for a culprit and sometimes blame the project manager or even the very concept of project management itself. Sometimes they decide to “fix” the problem by getting all the project managers certified. Or they decide to standardize on a certain tool. And while certification and standardization are laudable things, they do not necessarily address the central problem or problems. This presentation will discuss the top ten reasons why projects fail and briefly discuss solutions to each problem. We will see how such areas as estimates, scope and “the accidental project manager” contribute to the problem.
Agile Development Product Delivery For Successful OrganizationsMarc Crudgington, MBA
This document provides an overview of agile development and product delivery methods for successful organizations. It includes an interactive agenda covering topics such as agile frameworks versus processes, common agile methodologies like Scrum, planning and estimating, principles of agile development, adopting agile practices, and potential impediments to agile adoption.
Consulting involves identifying, diagnosing, and solving business problems for clients. The top consulting firms like McKinsey, BCG, and Bain recruit highly selective graduates and work on a wide range of strategic projects across industries. While consulting offers attractive opportunities, the work is demanding and fast-paced, requiring extensive travel and long hours. Thorough research is needed to understand the different consulting firms and segments to determine the best fit.
The document describes a Lean Administration & Fast Closing project methodology to improve financial processes. The methodology involves 4 steps: 1) Project Initiation to define scope and goals. 2) "As Is" Analysis to map current processes and identify opportunities. 3) Design a roadmap to prioritize and validate improvements. 4) Implementation of changes, monitoring progress, and identifying additional opportunities. The goal is to enhance efficiency, quality, and value of financial activities like forecasting, closing, and reporting.
Similar to Home brew module 6 advanced management 201 (20)
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. 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
19. 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
20. 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
21. 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
22. 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
23. 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
25. 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
26. 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
27. 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
28. 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
29. 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
30. In conclusion
So what have we talking about?
Home Brew Program 2009
31. 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
33. 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
35. 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
36. 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
37. 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
38. Next Steps
Complete Exercises from this module
Tools & Templates
Home Brew Intranet Site
Next Module: Module 7 - Advanced People &
Leadership
Home Brew Program 2008
39. Thanks
Strategy into Action
Home Brew Program 2008