Every year, the Northeast Ohio Chapter of PMI asks their Project of the Year recipient to deliver a presentation to their chapter members during one of their monthly meetings. Cleveland Metropolitan School District and Navigator Management Partners presented "How to Implement an ERP and Still Remain Friends" to the group on June 20, 2018.
Millennial Leaders on the Move: Preparing New Leaders for Frontline ManagementCynthia Clay
90-minute webinar introducing the events that have shaped the values of the Millennial generation; the desire for leadership training; and the importance of preparing these leaders for their first management roles.
Preparing New Leaders for Frontline ManagementCynthia Clay
This document discusses developing millennial leaders for frontline management roles. It notes that millennials now make up 25% of emerging leaders but often lack sufficient training and tools. Frontline managers directly impact key metrics like customer satisfaction and productivity, but only 12% feel their training needs are met. The document recommends training programs for emerging millennial leaders that focus on self-development, performance management, team performance and organizational impact. Programs should match millennial preferences for interactive, collaborative, mobile and on-demand learning. Developing frontline leaders is important for employee retention and organizational success.
This document summarizes a study on the relationship between leadership styles and the maturity of continuous improvement (CI) initiatives in a healthcare organization. The study found that teams with a mix of transactional and transformational leadership styles achieved higher levels of CI maturity than those relying on a single style. Specifically, transactional styles were more effective at lower maturity levels while transformational styles worked better at higher levels of maturity. The study proposes that adopting a single leadership style will limit maturity, while a combination of styles across maturity levels can help organizations fully embed CI into their operations.
Human Network is a leading edge leadership and talent development consulting firm. Our core areas of expertise include Leadership
development, Executive Coaching and Custom interventions designed to build critical competencies for success and accelerate performance.
To know more about how we can partner with you to build the right
capability building architecture to drive performance,
log on to www.human-network.in
Why does Continuous Improvement Seize to become Continuous?
That question had been on my mind for about a decade now. During de 4th European Lean Educators Conference I shared the insights I got sofar. Lack of direction and ambition seems to be at the heart of the problem. Countermeasure suggestion included.
This document summarizes the key aspects of lean leadership. It defines leadership as encouraging others to achieve objectives that progress an organization uniquely and innovatively. A lean leader is committed to lifelong learning, seeks to validate information, and is humble, participative, and concerned with cause-and-effect relationships. Lean leadership requires a complete culture change where the leader develops strong people skills, promotes open communication, and motivates continuous improvement.
The document discusses lean leadership and outlines five key actions for lean leaders. It contrasts traditional leadership with lean leadership, noting that lean leaders define a shared vision, support people through coaching and feedback, and recognize success. The five lean leadership actions are: 1) being a teacher who builds knowledge, 2) building productive tension without stress, 3) eliminating fear and comfort, 4) leading through participation not proclamation, and 5) personally practicing lean principles. Lean leadership focuses on engaging and empowering people rather than rigidly controlling them.
Preparing New Leaders for Frontline ManagementCynthia Clay
This document discusses the importance of developing emerging leaders and frontline managers. It notes that frontline managers make up 50-80% of managers but often do not receive adequate training and development. This can negatively impact performance, employee engagement, and retention. As Millennials move into these roles, their preferences for learning, such as online and collaborative styles, must be taken into account. The document promotes NetSpeed Leadership 2® as a solution to develop skills in self-development, performance management, team performance, and organizational impact. It provides delivery options to train emerging leaders.
Millennial Leaders on the Move: Preparing New Leaders for Frontline ManagementCynthia Clay
90-minute webinar introducing the events that have shaped the values of the Millennial generation; the desire for leadership training; and the importance of preparing these leaders for their first management roles.
Preparing New Leaders for Frontline ManagementCynthia Clay
This document discusses developing millennial leaders for frontline management roles. It notes that millennials now make up 25% of emerging leaders but often lack sufficient training and tools. Frontline managers directly impact key metrics like customer satisfaction and productivity, but only 12% feel their training needs are met. The document recommends training programs for emerging millennial leaders that focus on self-development, performance management, team performance and organizational impact. Programs should match millennial preferences for interactive, collaborative, mobile and on-demand learning. Developing frontline leaders is important for employee retention and organizational success.
This document summarizes a study on the relationship between leadership styles and the maturity of continuous improvement (CI) initiatives in a healthcare organization. The study found that teams with a mix of transactional and transformational leadership styles achieved higher levels of CI maturity than those relying on a single style. Specifically, transactional styles were more effective at lower maturity levels while transformational styles worked better at higher levels of maturity. The study proposes that adopting a single leadership style will limit maturity, while a combination of styles across maturity levels can help organizations fully embed CI into their operations.
Human Network is a leading edge leadership and talent development consulting firm. Our core areas of expertise include Leadership
development, Executive Coaching and Custom interventions designed to build critical competencies for success and accelerate performance.
To know more about how we can partner with you to build the right
capability building architecture to drive performance,
log on to www.human-network.in
Why does Continuous Improvement Seize to become Continuous?
That question had been on my mind for about a decade now. During de 4th European Lean Educators Conference I shared the insights I got sofar. Lack of direction and ambition seems to be at the heart of the problem. Countermeasure suggestion included.
This document summarizes the key aspects of lean leadership. It defines leadership as encouraging others to achieve objectives that progress an organization uniquely and innovatively. A lean leader is committed to lifelong learning, seeks to validate information, and is humble, participative, and concerned with cause-and-effect relationships. Lean leadership requires a complete culture change where the leader develops strong people skills, promotes open communication, and motivates continuous improvement.
The document discusses lean leadership and outlines five key actions for lean leaders. It contrasts traditional leadership with lean leadership, noting that lean leaders define a shared vision, support people through coaching and feedback, and recognize success. The five lean leadership actions are: 1) being a teacher who builds knowledge, 2) building productive tension without stress, 3) eliminating fear and comfort, 4) leading through participation not proclamation, and 5) personally practicing lean principles. Lean leadership focuses on engaging and empowering people rather than rigidly controlling them.
Preparing New Leaders for Frontline ManagementCynthia Clay
This document discusses the importance of developing emerging leaders and frontline managers. It notes that frontline managers make up 50-80% of managers but often do not receive adequate training and development. This can negatively impact performance, employee engagement, and retention. As Millennials move into these roles, their preferences for learning, such as online and collaborative styles, must be taken into account. The document promotes NetSpeed Leadership 2® as a solution to develop skills in self-development, performance management, team performance, and organizational impact. It provides delivery options to train emerging leaders.
"Project Management is the essential skills that is needed by any industry and organisation in this 21st Century no matter how big or small it is."
This is because the world is changing and transforming rapidly every day. As a resident of this world, we need to adopt and adapt the changes and demands into our life and organisation consistently. One of the top 3 skills that meets these rapidly changing demands is project management skills. Becoming the project management practitioner, you will be empowered and entrusted to help the organisation to align to its strategies and realising the vision.
Preparing New Leaders for Frontline ManagementCynthia Clay
60-minute webinar making the business case for training of emerging leaders inside organizations. Introduces NetSpeed Leadership for frontline management development.
Presented by Kim Moscarda, Director at Moscarda Solutions
March 9 from 11:00 am - 12:00 pm ET
In this webinar, you'll get an insight into the application of Lean methodologies in a knowledge worker environment
Learning Objectives:
Learn how lean methodologies can be successfully applied to a knowledge worker environment
Learn from a case study about deployment approaches, challenges, and pitfalls
Explore the unique opportunities that knowledge worker organisations provide to us as lean practitioners
Kim Moscarda
Kim has worked in the Energy industry for over 25 years as an individual contributor and leader across several disciplines, including continuous improvement, asset management and project management.
He is passionate about continuous improvement and believes strongly that Lean principles can be applied to any team in any industry to achieve high levels of performance. He also believes that effective leadership is essential for any organisation to transform its performance and he works with organisations to share his skills and knowledge to improve leadership capability and implement business improvement solutions.
The Board of Directors Chairperson has a valuable leadership role top lay in high performance governance. Unfortunately, most chairs have had no training in the "role of the chair." Here are learning slides from a two day Credit Union Executives Seminar on the role of the chairperson for chairs and vice chairs.
Asia HR Leaders Forum - Roffey Park Institute - May 6th 2015PayrollHero
The document summarizes the key findings of the Singapore Management Agenda conference held in May 2015. It discusses organizational challenges such as productivity stagnation, excessive workloads, and barriers to innovation. Recruitment and retention were identified as current top people challenges, while succession planning may be most important in the future. Flexible working is desired but faces barriers like a lack of trust and fear of negative career impacts. The closing section describes a facilitated discussion at the conference to further analyze these issues.
Culture and mindset for continuous improvementEmielVanEst
In this workshop we took the participants on a journey to help them better understand Toyota Kata in the context of Continuous Improvement. We used The Toyota Way 2001 to paint that bigger context.
Its about building leadership and organizational effectiveness…Lean Leadership is - creating the Lean environment. It takes the organization to something better…different…new…Lean CULTURE.
Aaron Buchsbaum & Cayly Dixon
Completed the Columbia University Information & Knowledge Strategy Degree in December 2016.
This presentation describes their industry capstone experience on performance support in a rapid-growth healthcare tech company.
The project also included team member Keren Isaacson.
From Local to Global: How HR Enabled the Evolution of Aramex InternationalThe HR Observer
From Local to Global: How HR Enabled the Evolution of Aramex International
As organisations evolve from operating in a single country to becoming global businesses, they face many challenges and potential pitfalls. Aramex International employed a unique strategy, focusing on talent management issues across the organisation, as it moved from a local player to a global competitor. Ayman, Aramex’s CHRO, talks about their unique workplace culture, the company’s HR evolution, and the resulting competitive advantage it developed. Aramex that employs approximately 13,000 people in over 353 locations across 60 countries.
Ayman Badawi, Chief Human Resource Officer, Aramex International
Pelatihan "STRATEGIC PLANNING" bagi para Dosen Politeknik ATMI Surakarta di H...Kanaidi ken
Here are the key steps to setting effective goals:
1. Make your goals specific, measurable, attainable, relevant and time-bound (SMART). Be clear about exactly what you want to achieve.
2. Prioritize your goals - focus on the most important ones first.
3. Write your goals down. Putting them in writing makes them more concrete and helps keep you accountable.
4. Break big goals into smaller, action-oriented steps you can take to make progress.
5. Share your goals with others for added accountability and support.
6. Review your goals regularly and adjust as needed. Celebrate your wins along the way.
7. Don't get discouraged by
1) The document discusses a study on the role of middle management in implementing lean practices in financial service firms.
2) The study used vignettes to test hypotheses about whether implementing continuous improvement (CI) as a management philosophy versus an efficiency program leads to different outcomes.
3) The results provided support that implementing CI as a management philosophy rather than just for efficiency makes the practices more likely to become part of the organizational culture and increases the focus on customers.
Angela Connolly - How to create a winning L&D StrategyLearning Pool Ltd
Hertfordshire County Council outlines its learning and development strategy to provide opportunities for staff to thrive and enable the council to create a prosperous future. The strategy has 4 strategic priorities: talent management, leadership development, management foundations, and organizational development. It details the council's coaching program which includes 23 internal coaches, an online coaching resource page, and coaching supervision sessions to support its staff. The Chief Executive recognizes the important role of the learning and development team in helping the council meet its savings and transformation targets by building capacity through innovative programs focused on organizational outcomes.
Outline of unique leadership development process for organizations - not training, not consulting, but how we coach/facilitate people in achieving specific measurable personal and professional goals
Leadership Management International is a performance improvement company founded in 1966 that works with organizations in over 60 countries. They specialize in personal and organizational development using behavior modification processes to create measurable results. Their programs focus on developing executive, management, and supervisory levels through in-house programs tailored to each client's goals. They prefer to start new client relationships with an executive showcase to demonstrate results and help identify specific goals.
This document summarizes the journey of a large bank transforming its employees and processes to become more agile and lean. It describes how the bank started with low engagement, slow processes, and failing releases. It then details the individual journey employees went through, including gaining awareness of needed changes, desire to support changes, knowledge of new methods, and ability to implement changes daily. Key activities included training, coaching, communities of practice, retrospectives, and recognition to reinforce the changes. The goal was for the bank to operate like a technology company, with smaller, better, and faster releases on a daily basis with zero major incidents.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
The Webinar on “Top CIO Priorities of 2018” was by Mr. Paul Robles who is the Chief Information Officer for Residential & Dinning Enterprises at Stanford University.
About the Presenter:
Paul holds a BS in Engineering from Texas A&M and has worked in the technology industry for 20+ years. Previously he worked at UC Berkeley where he worked as the Associate Chief Information Officer with Student Affairs. Throughout his career he has oversaw technology solutions for 32 departments within the university, including Residential and Dining services. Paul has a great passion for technology and believes that it fulfills our imaginations in ways that improve our lives.
Leading change, changing leadership. Creating Tomorrow's Change2 core process asks six questions. Each has a workshop/s associated with it. The workshops guide a change team from their initial vision right though to a detailed implementation plan. Find out more at www.creatingtomorrow.org.uk
"Project Management is the essential skills that is needed by any industry and organisation in this 21st Century no matter how big or small it is."
This is because the world is changing and transforming rapidly every day. As a resident of this world, we need to adopt and adapt the changes and demands into our life and organisation consistently. One of the top 3 skills that meets these rapidly changing demands is project management skills. Becoming the project management practitioner, you will be empowered and entrusted to help the organisation to align to its strategies and realising the vision.
Preparing New Leaders for Frontline ManagementCynthia Clay
60-minute webinar making the business case for training of emerging leaders inside organizations. Introduces NetSpeed Leadership for frontline management development.
Presented by Kim Moscarda, Director at Moscarda Solutions
March 9 from 11:00 am - 12:00 pm ET
In this webinar, you'll get an insight into the application of Lean methodologies in a knowledge worker environment
Learning Objectives:
Learn how lean methodologies can be successfully applied to a knowledge worker environment
Learn from a case study about deployment approaches, challenges, and pitfalls
Explore the unique opportunities that knowledge worker organisations provide to us as lean practitioners
Kim Moscarda
Kim has worked in the Energy industry for over 25 years as an individual contributor and leader across several disciplines, including continuous improvement, asset management and project management.
He is passionate about continuous improvement and believes strongly that Lean principles can be applied to any team in any industry to achieve high levels of performance. He also believes that effective leadership is essential for any organisation to transform its performance and he works with organisations to share his skills and knowledge to improve leadership capability and implement business improvement solutions.
The Board of Directors Chairperson has a valuable leadership role top lay in high performance governance. Unfortunately, most chairs have had no training in the "role of the chair." Here are learning slides from a two day Credit Union Executives Seminar on the role of the chairperson for chairs and vice chairs.
Asia HR Leaders Forum - Roffey Park Institute - May 6th 2015PayrollHero
The document summarizes the key findings of the Singapore Management Agenda conference held in May 2015. It discusses organizational challenges such as productivity stagnation, excessive workloads, and barriers to innovation. Recruitment and retention were identified as current top people challenges, while succession planning may be most important in the future. Flexible working is desired but faces barriers like a lack of trust and fear of negative career impacts. The closing section describes a facilitated discussion at the conference to further analyze these issues.
Culture and mindset for continuous improvementEmielVanEst
In this workshop we took the participants on a journey to help them better understand Toyota Kata in the context of Continuous Improvement. We used The Toyota Way 2001 to paint that bigger context.
Its about building leadership and organizational effectiveness…Lean Leadership is - creating the Lean environment. It takes the organization to something better…different…new…Lean CULTURE.
Aaron Buchsbaum & Cayly Dixon
Completed the Columbia University Information & Knowledge Strategy Degree in December 2016.
This presentation describes their industry capstone experience on performance support in a rapid-growth healthcare tech company.
The project also included team member Keren Isaacson.
From Local to Global: How HR Enabled the Evolution of Aramex InternationalThe HR Observer
From Local to Global: How HR Enabled the Evolution of Aramex International
As organisations evolve from operating in a single country to becoming global businesses, they face many challenges and potential pitfalls. Aramex International employed a unique strategy, focusing on talent management issues across the organisation, as it moved from a local player to a global competitor. Ayman, Aramex’s CHRO, talks about their unique workplace culture, the company’s HR evolution, and the resulting competitive advantage it developed. Aramex that employs approximately 13,000 people in over 353 locations across 60 countries.
Ayman Badawi, Chief Human Resource Officer, Aramex International
Pelatihan "STRATEGIC PLANNING" bagi para Dosen Politeknik ATMI Surakarta di H...Kanaidi ken
Here are the key steps to setting effective goals:
1. Make your goals specific, measurable, attainable, relevant and time-bound (SMART). Be clear about exactly what you want to achieve.
2. Prioritize your goals - focus on the most important ones first.
3. Write your goals down. Putting them in writing makes them more concrete and helps keep you accountable.
4. Break big goals into smaller, action-oriented steps you can take to make progress.
5. Share your goals with others for added accountability and support.
6. Review your goals regularly and adjust as needed. Celebrate your wins along the way.
7. Don't get discouraged by
1) The document discusses a study on the role of middle management in implementing lean practices in financial service firms.
2) The study used vignettes to test hypotheses about whether implementing continuous improvement (CI) as a management philosophy versus an efficiency program leads to different outcomes.
3) The results provided support that implementing CI as a management philosophy rather than just for efficiency makes the practices more likely to become part of the organizational culture and increases the focus on customers.
Angela Connolly - How to create a winning L&D StrategyLearning Pool Ltd
Hertfordshire County Council outlines its learning and development strategy to provide opportunities for staff to thrive and enable the council to create a prosperous future. The strategy has 4 strategic priorities: talent management, leadership development, management foundations, and organizational development. It details the council's coaching program which includes 23 internal coaches, an online coaching resource page, and coaching supervision sessions to support its staff. The Chief Executive recognizes the important role of the learning and development team in helping the council meet its savings and transformation targets by building capacity through innovative programs focused on organizational outcomes.
Outline of unique leadership development process for organizations - not training, not consulting, but how we coach/facilitate people in achieving specific measurable personal and professional goals
Leadership Management International is a performance improvement company founded in 1966 that works with organizations in over 60 countries. They specialize in personal and organizational development using behavior modification processes to create measurable results. Their programs focus on developing executive, management, and supervisory levels through in-house programs tailored to each client's goals. They prefer to start new client relationships with an executive showcase to demonstrate results and help identify specific goals.
This document summarizes the journey of a large bank transforming its employees and processes to become more agile and lean. It describes how the bank started with low engagement, slow processes, and failing releases. It then details the individual journey employees went through, including gaining awareness of needed changes, desire to support changes, knowledge of new methods, and ability to implement changes daily. Key activities included training, coaching, communities of practice, retrospectives, and recognition to reinforce the changes. The goal was for the bank to operate like a technology company, with smaller, better, and faster releases on a daily basis with zero major incidents.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
The Webinar on “Top CIO Priorities of 2018” was by Mr. Paul Robles who is the Chief Information Officer for Residential & Dinning Enterprises at Stanford University.
About the Presenter:
Paul holds a BS in Engineering from Texas A&M and has worked in the technology industry for 20+ years. Previously he worked at UC Berkeley where he worked as the Associate Chief Information Officer with Student Affairs. Throughout his career he has oversaw technology solutions for 32 departments within the university, including Residential and Dining services. Paul has a great passion for technology and believes that it fulfills our imaginations in ways that improve our lives.
Leading change, changing leadership. Creating Tomorrow's Change2 core process asks six questions. Each has a workshop/s associated with it. The workshops guide a change team from their initial vision right though to a detailed implementation plan. Find out more at www.creatingtomorrow.org.uk
Seizing the Agenda - Opening session, 12 november 2015Wholeeducation
Slides from Sir David Carter, Regional Schools Commissioner for South West England and Drs. Linda Kaser and Judy Halbert, Co-leaders, Network of Inquiry and Innovation in British Columbia
Sustaining the vision: Leader successionLinda Howard
Planning for succession can be painful, exhausting, and typically involves change. Leadership change should not derail the vision or mission of the organization. In this Webinar, we explore ways to help you prepare for new leadership and navigate the changing landscape.
Objectives:
• Learn how to engage your board in succession planning
•Prepare leadership for exit transition/emergency backup plan
•Encourage leadership development
2011 The Global Institute For Leadership Developmentyavanian
The document summarizes an available customized learning approach from Linkage based on their research into exceptional leadership. The program blends various learning methods and provides a dynamic environment to maximize engagement. It results in measurable growth for participants in areas that differentiate superior leaders, an improved ability to adapt to change, and a personalized development plan. The program involves a global network of faculty and participants over a year.
Home Sweet Home for Change Management Change CoP Webinar May 2016Prosci ANZ
Where is the best home sweet home for Change Management? Where should it be located for it to be most effective? Playing with the Project Managers in the PMO? Hanging with the HR team? Or moving in with the IT folk?
Mike Palladino. Intermediate and advanced tehcniques for scrum masters and ag...Lviv Startup Club
This document summarizes an online presentation about intermediate and advanced techniques for Scrum Masters and Agile Coaches. The presentation covered topics such as team dynamics, product owner behaviors, retrospective meetings, Scrum Master behaviors, self-learning, teaching methods, communication strategies, and forming separate project teams. It emphasized coaching through the Socratic method, co-creating with product owners, and explaining Agile in business terms to help people understand faster feedback and rapid corrections. The presentation also discussed potential decreases in productivity early on and the Tuckman team formation model. It concluded by inviting questions and comments from attendees.
This document discusses leadership capabilities critical for meeting future challenges. It emphasizes the importance of change leadership and having the right leaders and organizational support given external situations. It identifies that the best organizations proactively align talent and resources to support future strategies, while most organizations react to changes. The document provides examples of leadership capabilities needed at NSW Treasury, including adapting to change, applying judgment, and influencing others. It outlines developing change leadership through assessing competencies, capability frameworks, and roadmaps for tracking development. Effective change leadership includes actively participating, building coalitions, and direct communication. Support resources for leadership and change management are also listed.
تواصل_تطوير
المحاضرة ال 176
مهندس / أكرم النجار
بعنوان
"إدارة التغيير وتطبيق نظام إدارة المشاريع"
يوم الإثنين 03 أكتوبر 2022
الثامنة مساء توقيت القاهرة
التاسعة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZErcuqvrTkpGtfrNqMYASLf5riU0pmSXbvm
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
The document provides an overview of leadership coaching programs and services offered by DeKasp Enterprises. It describes executive coaching, team coaching, strategic planning retreats, and supervisory workshops. The programs are designed to help businesses and organizations improve leadership skills, build high-performing teams, and drive better business results through accountability, strategic planning, and performance management training. A wide range of industries are currently served, from small businesses to Fortune 100 companies.
Business /Executive Coaching and Consulting: Helping Businesses increase cash flow, reduce working capital, grow their businesses and position their businesses for sustainable results. My focus is usually on Get the Business, Run the Business,Guide the business and Manage the Business.
This document summarizes a meeting to discuss strategic planning for the Las Cruces Association of Realtors (LCAR). The goals are to review trends, association best practices, and conduct an organizational capacity assessment. The assessment shows strengths in leadership and governance but weaknesses in staff development, communication, and fiscal management. Participants discuss revising the mission and vision, improving training and transparency, pursuing partnerships and revenue sources, and implementing the strategic plan through annual work plans and regular reporting. The resulting strategic plan will guide LCAR and the Southern New Mexico Multiple Listing Service to better serve members.
Info Webinar: Prosci Workshop for Project ManagersProsci ANZ
Integrating change management and project management has been cited in numerous studies as a key contributor to overall project success. Build buy in for Change Management in this one day, hands on workshop specially designed for Project Managers, project teams, IT specialists and other professionals.
Program overview
Key takeaways
Q&A.
Jane Cox Council Presentation - 2017/01/26dphamcoto
The document presents a draft strategic plan for a College from 2017-2020. It outlines the strategic planning process, which included input from Council, staff, stakeholders, and occupational therapists (OTs) through an online survey. The survey helped identify the profession's biggest challenges and priorities for the College. The plan defines the College's new mission, vision of being leaders in quality regulation, and three strategic focuses: confidence in OT regulation, quality practice, and system impact through collaboration. Operational priorities include effective governance, finances, and efficient operations. An operational plan will support the successful implementation of the strategic plan over the next three years.
The document discusses a Management Alignment Project that aims to drive the highest value results within a target area in the shortest amount of time. It seeks to align management and shareholders under a cohesive strategy through tailored action plans. The methodology involves 8 steps: planning, communication, individual interviews, group dynamics, mappings, a report to the client, feedback to participants, and follow-up. The project schedule is approximately 6 weeks with follow-up over the next 6 months to measure progress. The company has over 10 years of experience performing these types of assessments and alignment projects across various industries and geographies.
The document discusses Hoshin Kanri, a strategic planning process used by Toyota to align goals from top-level management down to the shop floor level to foster continuous improvement. It provides an overview of Hoshin Kanri, compares it to traditional strategic planning, and shares results from surveys that found Hoshin Kanri helps with goal alignment, execution, and engagement across organizations. The document also discusses how Hoshin Kanri can help procurement professionals address their key challenges.
Similar to How to Implement an ERP and Still Remain Friends - Kerzner Project of the Year (20)
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/temporal-event-neural-networks-a-more-efficient-alternative-to-the-transformer-a-presentation-from-brainchip/
Chris Jones, Director of Product Management at BrainChip , presents the “Temporal Event Neural Networks: A More Efficient Alternative to the Transformer” tutorial at the May 2024 Embedded Vision Summit.
The expansion of AI services necessitates enhanced computational capabilities on edge devices. Temporal Event Neural Networks (TENNs), developed by BrainChip, represent a novel and highly efficient state-space network. TENNs demonstrate exceptional proficiency in handling multi-dimensional streaming data, facilitating advancements in object detection, action recognition, speech enhancement and language model/sequence generation. Through the utilization of polynomial-based continuous convolutions, TENNs streamline models, expedite training processes and significantly diminish memory requirements, achieving notable reductions of up to 50x in parameters and 5,000x in energy consumption compared to prevailing methodologies like transformers.
Integration with BrainChip’s Akida neuromorphic hardware IP further enhances TENNs’ capabilities, enabling the realization of highly capable, portable and passively cooled edge devices. This presentation delves into the technical innovations underlying TENNs, presents real-world benchmarks, and elucidates how this cutting-edge approach is positioned to revolutionize edge AI across diverse applications.
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
Digital Marketing Trends in 2024 | Guide for Staying AheadWask
https://www.wask.co/ebooks/digital-marketing-trends-in-2024
Feeling lost in the digital marketing whirlwind of 2024? Technology is changing, consumer habits are evolving, and staying ahead of the curve feels like a never-ending pursuit. This e-book is your compass. Dive into actionable insights to handle the complexities of modern marketing. From hyper-personalization to the power of user-generated content, learn how to build long-term relationships with your audience and unlock the secrets to success in the ever-shifting digital landscape.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Digital Banking in the Cloud: How Citizens Bank Unlocked Their MainframePrecisely
Inconsistent user experience and siloed data, high costs, and changing customer expectations – Citizens Bank was experiencing these challenges while it was attempting to deliver a superior digital banking experience for its clients. Its core banking applications run on the mainframe and Citizens was using legacy utilities to get the critical mainframe data to feed customer-facing channels, like call centers, web, and mobile. Ultimately, this led to higher operating costs (MIPS), delayed response times, and longer time to market.
Ever-changing customer expectations demand more modern digital experiences, and the bank needed to find a solution that could provide real-time data to its customer channels with low latency and operating costs. Join this session to learn how Citizens is leveraging Precisely to replicate mainframe data to its customer channels and deliver on their “modern digital bank” experiences.
4. 4 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools 10
▪ Align on Expectations
▪ Define Scope
▪ Define Benefits
▪ Clear Roadmap
▪ Stakeholder Consensus
Begin with the End in Mind
"[Navigator] amasses a great deal
of knowledge down to the detail
level, but also thinks and plans
strategically. [Navigator] always
focuses on the best business and
organizational outcomes"
-- Associate Vice President, Office
Human Resources, The Ohio State
University
Begin with the
End in Mind
Manage the
Change
Active
Governance
Other Lessons
Learned
Proactive
Project
Management
9. 9 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools
Clear Roadmap
2015 2016
Jul - Sept Oct - Dec Jan - Mar Apr - June Jul - Sept Oct - Dec
2017
Jan - Mar Apr - Jun
Full Workday HCM Suite
(HCM Core, Compensation, Talent, Benefits,
Recruiting, Payroll, Time Tracking, and Absence)
Training
Go Live
Dec 17, 2016
Full Workday Financial Suite
(Finance Core, Assets, Cash Management, Cust Accounts,
Expenses, Financial Accounts, Grants, Procurement,
Projects, Suppliers, and Supplier Accounts)
Training
Go Live
July 1, 2017
Program
Alignment
22. 22 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools
Cloud Implementation Impacts
• Review project scope
• Develop project work
plan
• Define project team
roles and
responsibilities
• Define communication
plan
• Initial Prototype (P0)
• Financial Data Model
• Project Kick-off
• Current Business
Practice Discovery
• Conceptual Design
Sessions
• Detailed Business
Process Design
• Solution/Gap Analysis
• Update Project Charter
& Plan
• Document design
decisions
• Configuration Prototype
(P1)
• Develop Reports &
Integrations
• Communicate Tenant
Strategy
• Develop Testing &
Training Strategy
• Final Configuration
Prototype (P2) & Full
Data Conversion
• End to End Testing
• Prototype 3 (P3)
• User Acceptance Testing
• Parallel Testing
• Smoke Test for each
Tenant
• Training and Roll-Out
• Gold Tenant
• Production Data
Conversion &
Configuration
• Go-Live Checklist
• Transition to
Production Services
• Project Close
Test
Configure
&
Prototype
Deploy Architect Plan
Education & Training
Delivery Assurance
Customer Success
23. 23 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools
Effective use of Project Metrics
Steering Committee Program Dashboard
• Schedule Performance Index (SPI)
• Cost Performance Index (CPI)
• One Page Summary of Program Status
Finance Procurement Milestones Status Baseline Forecast
Complete / Test all scenarios 11/30/2016 12/23/2016
Unit Test Defect Resolutions (90% Pass Rate) 9/23/2016 1/20/2017
Integration Development & Unit Testing 1/4/2017 1/4/2017
Data Conversions 1/19/2017 1/27/2017
End-to-End Testing Preparation 1/20/2017 1/27/2017
End-to-End Testing 2/16/2017 2/24/2017
Accomplishments Program
§ Ongoing program governance meetings – Steering Committee
§ Project team communication meetings
Accomplishments HCM Payroll
§ Completed integration testing for benefit integrations
§ Completed deployment planning
§ Began executing go-live communication plan
§ HCM Payroll Go-Live
§ Started Post Production Support
Accomplishments Finance Procurement
§ Continued to document and test all functional test scenarios – 95% complete
§ Continued Unit Testing defect resolution process – 63% complete
§ Completed integration development and testing
Vision Statement
The CMSD Workday program will achieve increased
operational effectiveness and efficiencies in business
processes enabling focused teaching and learning with
flexibility to support future 21st century school initiatives
High Level Plan
December 2016 CMSD Workday Program Status Report
Risks
• Legacy Data – Workday data quality limited by legacy data quality
• Union Contracts – Ongoing negotiation impacts on Workday configurations
• Resource availability – Key resources are being pulled in multiple directions
• Scope creep – Changes to established scope must be managed
• Process changes – Using updated workday processes in lieu of known practices
• Testing – District test lead/coordinator, testing preparation, and testing executionLegend
On Schedule Late
At Risk Complete
CPI ($363K)
Inefficient Efficient
SPI (-2 days)
Project Late Project Early
0.99 1.04
Next Steps HCM Payroll
§ Continue Post Production Support
§ Continue executing go-live communication plan
§ Begin transitioning support to CMSD personnel
Next Steps Finance Procurement
§ Complete documentation of all test scenarios
§ Complete the testing of all test scenarios
§ Complete unit testing defect resolution process (90% pass rate)
§ Complete preparation for end-to-end testing
§ Define and link all business processes / test scenarios
§ Document end-to-end test scenarios
§ Define and schedule test cycles
§ Begin end-to-end testing
Trend
Current Phase Workday Milestones – System Selection and Program Alignment
HCM Payroll Milestones Status Baseline Forecast
ESS Training 12/9/2016 12/9/2016
Gold Build 12/9/2016 12/9/2016
HCM Payroll Go-Live 12/17/2016 12/17/2016
Post Production Support 1/27/2017 1/27/2017
Phase Start: 12/10/2016
Phase End: 5/12/2017
Days Remaining: 132
Project Start: 7/7/2014
Project End: 9/30/2017
Days Remaining: 273
Phase Start: 11/26/2016
Phase End: 1/12/2017
Days Remaining: 12
FY2016 FY2017 FY2018
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Program Alignment
HCM & Payroll
General Ledger Phase 1
Finance & Procurement
Control and Monitor
CMSD Workday Program
25. 25 Exceptional consultants. Sustainable results. Great Teachers – Great Leaders – Great Schools
Organize for Long Term Success
Program/Project
Manager
Workday Future Project Management Structure
• Project Organization – group changes into logical
implementation projects
• Project Roadmap – project scheduling
• Project Management – Manage project work
• Testing Coordination – Test planning /
scheduling
Change Manager
• Stakeholder Engagement
• Communications / Building Project Awareness
• Project training updates
• User Acceptance Testing
Workday Payroll
Functional Lead
Workday
Procurement
Functional Lead
Workday Talent
Functional Lead
Workday Finance
Functional Lead
Reporting
Analyst
Integration
Analyst
Security
Analyst
• Workday Support Roles will have operational and
project responsibilities
Certified
Workday
Payroll
Consultant
Certified
Workday
Procurement
Consultant
Certified
Workday
HCM Consultant
Certified
Workday
Financial
Consultant
Certified consultants used for the following roles
• Backfill for functional area specialist roles
• Life line for functional area specialists
• Impact Assessments
• Complex functional configurations (projects)
Note – specific project roles will vary based upon
specific project requirements
27. Future State
Finance & Procurement
Business Processes
As of May 3, 2017
Step 1:
Financial Controls Step 2:
Procure
Step 3:
Pay
Step 5:
Report
Step 4:
Settle
The following are Finance setup
business processes that provide
financial controls for other business
processes
• Financial Data Model
• Budget Development (E)
• Budget Structure Config (E)
• Grant & Award Setup
• Budget Load
• Budget Approval
• Create a Position (HCM)
• Supplier Setup
• Supplier Maintenance
• Project Setup
• Project Maintenance
• Customer Contract
• Customer Setup
• Board Resolutions (E)
The following are employee or vendor
facing business processes that capture
or update financial business process
setups
• Budget Amendment
• Supplier Portal
• Supplier Request
• Supplier Change Request
CMSD Responsible Groups:
• Budgets & Grants
• Procurement
• Cash Management, Accounts
Receivable, & Financial Reporting
• Accounts Payable
• Office of the CFO
The following are Procurement
business processes executed by
members of the Procurement
team
• Budget Check
• Issue Purchase Order
• Close Purchase Order
• Request for Quote
• Invitation to Bid (E)
• Request for Proposal (E)
• Internal Service Delivery
• Track Assets
The following Procurement
Processes are employee facing
business processes
• Requisitions
• Purchase Order
• Cancel Purchase Order
• Edit Purchase Order
• Change Order
• Supplier Contract
• Cancel Supplier Contract
• Edit Supplier Contract
• Amend Supplier Contract
• Receiving
• Return
• Internal Service Order
• Internal Service Delivery
• Spend Authorization
CMSD Responsible Groups:
• Budgets & Grants
• Procurement
• Cash Management, Accounts
Receivable, & Financial
Reporting
• Accounts Payable
The following are Finance facing
pay business processes.
• Ad Hoc Payments
• Supplier Invoices
• Payroll Supplier Payments
• Garnishment Remittance
• Matching
Pay processes are dependent upon
the following employee business
processes.
• Expense Report
CMSD Responsible Groups:
• Budgets & Grants
• Procurement
• Cash Management, Accounts
Receivable, & Financial
Reporting
• Accounts Payable
The following are Finance facing
business processes
• Time & Effort Reporting
• Grants Record Keeping (E)
• Journal Entries
• Period Close
• Year End Close
• Financial Reporting
• Budgets & Grants
• Procurement
• Accounts Payable
• Internal Audit
The following can also be employee
facing business processes
• Financial Reporting
CMSD Responsible Groups:
• Budgets & Grants
• Procurement
• Cash Management, Accounts
Receivable, & Financial
Reporting
• Accounts Payable
• Internal Audit
The following are Finance facing
settlement business processes
• Asset Disposal
• Customer Invoicing
• Receive Money
• Deposits
• Customer Refund
• Customer Statement
• Load Credit Transactions
• Spend Amortization
• Bank Reconciliation
• Investments (E)
• Self Insurance (E)
• Debt Management (E)
• Settlement
CMSD Responsible Groups:
• Budgets & Grants
• Procurement
• Cash Management, Accounts
Receivable, & Financial
Reporting
• Accounts Payable
IT Enterprise Applications will support CMSD functional teams by providing
ongoing project management and change management
services as well as technical assistance with complex functional
configurations, security configuration updates, and complex reporting.
Items marked with an (E) are business processes completed outside of Workday
28. 28
Future State
HCM & Payroll
Business Processes
Step 1:
Recruiting and
Position Control
Step 2:
Onboarding & Talent
Management
Step 3:
Time and
Leave
Step 5:
Payroll
Step 4:
Benefits,
Performance and
Comp
Recruiting and Position Control
processes are dependent on the
following manager facing business
processes.
• Create Job Requisition
• Edit Job Requisition
• Transfer Employee
• Job Change
• Promote Employee
The following are Talent facing
recruiting business processes.
• Evergreen Requisition
• Freeze Job Requisition
• Close Job Requisition
• Create a position
• Edit a position
• Job Postings
• Application Process
• Assess Candidates
• Interview Process
• Create a pre-hire
• Create Offer
• Hire a pre-hire
• Add Additional Job
• Assign Roles
CMSD Responsible Groups:
• Talent Acquisition
• Finance
Onboarding & Talent Management
processes are dependent on the
following employee facing business
processes.
• EE Profile Changes
• Submit EE Resignation
• Delegate Tasks
The following are Talent facing
onboarding and talent
management business processes.
• Onboarding
• Background Checks
• Licensing
• EE Contracts
• Health and Safety
• Terminate Employee
• Add Retirement Status
CMSD Responsible Groups:
• Talent Management
• Labor and Employment
Time and leave processes are
dependent on the following
employee facing business
processes.
• Request LOA
• Request LOA Return
• Request Time Off
• Correct Time Off
• Balance Visibility
• Enter Time
• Approve Time
The following are Talent / Payroll
facing time and leave business
processes.
• Time Off Plans
• Carryover Balances
• Accrual Calculations
• Termination Payout
• TT Eligibility Rules
• Work Schedules
• Holiday Calendars
• Assign Pay Groups
CMSD Responsible Groups:
• Labor and Employment
• Payroll
The following Payroll processes
generate results that are employee
facing
• Print Checks
• Print Payslips
The following are Payroll facing
business processes.
• Earning Codes
• Enter Employee Data
• Payroll Deductions
• Garnishments
• Review Payroll Results
• 10 Month Employees
• Pay Calendars
• Run Pay Calculation
• Off-cycle Events
• Retro Payments
• Create Settlement for Pay Groups
• Settlement Runs
• Review Check Register
• Review Direct Deposit Register
• Review ACH File
• Complete Payroll
CMSD Responsible Groups:
• Payroll
Benefits, Performance, and
Compensation are dependent on
the following employee facing
business processes.
• Open Enrollment
• Process Life Event
• Enroll Dependent
• Beneficiary Add, Edit, or
Update
• Create Goals
• Get Feedback
• Request Comp Change
• Request One Time Pay
The following are Talent facing
benefits, performance, and
compensation business processes.
• Terminate Benefits
• COBRA
• Retirement Savings Updates
• Launch Performance Review
• Add Reviewer
• Calibration
• Rating Defaulting
• Print Schedule
• Update Union Dues
• Salary Plans
• Job Profile Edits
CMSD Responsible Groups:
• Talent Operations
• Talent Impact