DDU-GKY_Project Orientation_B-ABLE BY Mahesh KumarMahesh Kumar
Skill development projects are setting road map for unemployed youth In India. DDU-GKY Project is one of the best quality based skill development program run by MoRD, parenting with the NIRD ,Training partners and State skill missions.
Project Staff Orientation is very much needed to ensure the quality of delivery and outcome of the program . This PPT will help TPs to conduct project orientation training for their project staff .
By
Mahesh Kumar
@maheshkumairm
Email-mahesh.irm2006@gmail.com
DDU-GKY_Project Orientation_B-ABLE BY Mahesh KumarMahesh Kumar
Skill development projects are setting road map for unemployed youth In India. DDU-GKY Project is one of the best quality based skill development program run by MoRD, parenting with the NIRD ,Training partners and State skill missions.
Project Staff Orientation is very much needed to ensure the quality of delivery and outcome of the program . This PPT will help TPs to conduct project orientation training for their project staff .
By
Mahesh Kumar
@maheshkumairm
Email-mahesh.irm2006@gmail.com
Knowledge Management in the context of VET (Vocational Education and Training)
Director of RTO KnowHow, Shashi Hodge, presents the following topics:
What is knowledge and knowledge management
Benefits of KM
Different types of knowledge to be managed
Tools and techniques that can be used to manage knowledge
Implementing a knowledge management strategy
Screenshots from our system (go to: www.rtoknowhow.com.au for more information)
Performed strategic analysis for a leading 3 PL Provider C.H. Robinson as part of final project for our course : Global Strategic Management which included the following:
1. Descriptive analysis of the third party logistics industry
2. Description of strategic goals and business strategy of C.H. Robinson
3. Strategic evaluation
4. Identification of critical issues and recommendations to address those.
Skill Gap Analysis for Improved Skills and Quality DeliverablesIJERA Editor
With a growing pressure in identifying the skilled resources in Clinical Data Management (CDM) world of clinical research organizations, to provide the quality deliverables most of the CDM organizations are planning to improve the skills within the organization. In changing CDM landscape the ability to build, manage and leverage the skills of clinical data managers is very critical and important. Within CDM to proactively identify, analyze and address skill gaps for all the roles involved. In addition to domain skills, the evolving role of a clinical data manager demands diverse skill sets such as project management, six sigma, analytical, decision making, communication etc. This article proposes a methodology of skill gap analysis (SGA) management as one of the potential solutions to the big skill challenge that CDM is gearing up for bridging the gap of skills. This would in turn strength the CDM capability, scalability, consistency across geographies along with improved productivity and quality of deliverables
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Managing People and Defining the Retained Organisation1STOUTSOURCE LTD
In this presentation the people management aspects are discussed, the creation of the retained organization and how to manage them during the transition.
Knowledge Management in the context of VET (Vocational Education and Training)
Director of RTO KnowHow, Shashi Hodge, presents the following topics:
What is knowledge and knowledge management
Benefits of KM
Different types of knowledge to be managed
Tools and techniques that can be used to manage knowledge
Implementing a knowledge management strategy
Screenshots from our system (go to: www.rtoknowhow.com.au for more information)
Performed strategic analysis for a leading 3 PL Provider C.H. Robinson as part of final project for our course : Global Strategic Management which included the following:
1. Descriptive analysis of the third party logistics industry
2. Description of strategic goals and business strategy of C.H. Robinson
3. Strategic evaluation
4. Identification of critical issues and recommendations to address those.
Skill Gap Analysis for Improved Skills and Quality DeliverablesIJERA Editor
With a growing pressure in identifying the skilled resources in Clinical Data Management (CDM) world of clinical research organizations, to provide the quality deliverables most of the CDM organizations are planning to improve the skills within the organization. In changing CDM landscape the ability to build, manage and leverage the skills of clinical data managers is very critical and important. Within CDM to proactively identify, analyze and address skill gaps for all the roles involved. In addition to domain skills, the evolving role of a clinical data manager demands diverse skill sets such as project management, six sigma, analytical, decision making, communication etc. This article proposes a methodology of skill gap analysis (SGA) management as one of the potential solutions to the big skill challenge that CDM is gearing up for bridging the gap of skills. This would in turn strength the CDM capability, scalability, consistency across geographies along with improved productivity and quality of deliverables
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Managing People and Defining the Retained Organisation1STOUTSOURCE LTD
In this presentation the people management aspects are discussed, the creation of the retained organization and how to manage them during the transition.
The video of the workshop can be viewed at http://goo.gl/OaULcB .
Workshop Details :
Panel Session: Building the skills for tomorrow
Moderator: Ikhwan Nazri (CEO of Amanz.my), Prof. Dr. Ahmad Rafi Mohamed Eshaq (Vice President of MMU), Imran Kunalan Abdullah (Director of MDeC), Samuel Wee (GM, REV Asia), Desmond Lee (Co-founder of Appxplore)
The MSA Launch (http://bit.ly/1yhQPZV) is a 5-day event aiming to provide an introduction to MaGIC Academy. It is presented as a condensed version of how MaGIC Academy is going to contribute to you and the startup community. You will be able to experience a series of workshops, skill and sharing knowledge opportunity, and mentoring with our selected network of mentors.
Website : www.mymagic.my
Facebook : https://www.facebook.com/magic.cyberjaya
Twitter : https://twitter.com/magiccyberjaya
Youtube : http://goo.gl/HvrRLa
SlideShare : http://slidesha.re/1BfSncP
Email : enquiries@mymagic.my
Chapter 1 Managing changeQ1 Figure 1.76 shows how bad an imple.docxtidwellveronique
Chapter 1 Managing change
Q1 Figure 1.76 shows how bad an implementation can become. Action needs to be taken to prevent this kind of situation. What would you recommend should be done?
Q2 You are the project manager for a new management accounting system that will provide monthly profit and loss accounts to a chain of 30 computer dealerships, each of which is franchised to its local owner/manager. They have all done their own accounting before. What change issues would you expect to encounter? Does the fact that they are PC dealerships make any difference? Why might they have joined together in the chain?
Q3 Consider the organisation that employs you or where you study. What is its culture? Why does it have that particular culture? What organisational culture would give you most satisfaction as an employee? Where might you find such an employer? Given your preferred organisational culture, what would it mean for you as an employee in terms of your responsibilities and obligations?
Q4 You have to design a ‘hearts and minds’ programme connected with the implementation of a new system for the recording and management of stock in a book-publishing company and for the supply of books to booksellers. What would be the main stages of such a programme?
Chapter 2 Business strategy and information systems
Q1 Why is it important for project managers to understand the strategy of the organisation that uses their services?
Q2 If you knew about an organisation’s strategy, could you suggest IS applications that would support it? For example, how could a large supermarket chain use information systems for cost reduction, or for a strategy based on differentiation?
Q3 If you had to develop a strategy for a small software house employing 50 or so professional computer people, how would you go about it? What criteria would you use to test whether or not the strategy was sound?
Chapter 3 The business case
Q1 At what point in the project lifecycle should the business case be prepared?
Q2 What should be the role of the project manager in relation to the business case?
Q3 Explain the term ‘cost/benefit analysis’
Q4 What do you understand by the terms ‘tangible’ and ‘intangible’ when applied to costs and benefits?
Q5 What is meant by the term ‘benefits realisation’ and why is it important?
Chapter 4 The organisational framework
Q1 1 How many different types of customer may there be for a systems development project? Who are they? What kind of relationship and reporting arrangements should the project manager have with the sponsor?
Q2 Describe the roles of (a) the sponsor and (b) the project manager
Q3 What are the principal problems of managing projects within a completely functional organisation structure?
Q4 What are the pros and cons of a ‘pure’ project organisation compared with a project operating within a matrix structure
Q5 In a PRINCE2® project structure there are formal committees, a project board and specific roles. What is your opi ...
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Iii 1 Presentation V0 4
1. Service Portfolio Design for Service
Innovation Management: The Case of
a Luxemburgish RTO
P-J. Barlatier pierre-jean.barlatier@tudor.lu
J-C. Bernacconi jean-charles.bernacconi@tudor.lu
S. Reiter sandrine.reiter@tudor.lu
18/02/2010 IESS 1
2. Research Issue
With increased competition and accelerated changes in
market needs, organizations have to generate continually
new services.
Organizational capabilities to succeed in generating new
services are a vector of competitiveness.
However, many service organizations fail to identify and
measure NSD processes they use.
What about the effective management of service-
innovation processes?
What about sustainable development of innovation in
services?
2
3. Service Innovation
➤ To perform a service “(…) is to place a bundle of
capabilities and competencies (human, technological,
organizational) at the disposal of a client and to
organise a solution... (Gadrey et al., 1995);
➤ Service related innovation is A new or considerably
changed service concept… that most likely in
combination leads to one or more (re)new(ed) service
functions… and do require structurally new
technological, human or organisational capabilities of
the service organisation (Van Ark et al., 2003)
3
4. NSD Process from a Resource-
based perspective
➤ Non sequential and resource-based conception of
NSD
➤ From linear to dynamic models of NSD
➤ NSD through the RBV lens
➤ Importance of human skills
➤ The role of the organizational structure
➤ IT as NSD enabler
➤ Innovation capabilities
4
6. Research Challenges
➤ We propose here an exploratory study of:
➤ the articulation of the NSD process,
➤ the development of services innovation capabilities
and resources, and
➤ the management of the service portfolio coherence.
➤ In a specific context, the case of Research and
technology Organizations (RTOs).
6
7. Research & Technology
Organizations (RTO)
RTOs are “specialized knowledge organizations dedicated to the
development and transfer of science and technology to the benefit
of the economy and society” (www.earto.org)
The Public Research Centre Henri Tudor – RTO
founded in 1987, 402 employees, privately managed
to carry out R&D activities in a collaborative way in order to
improve and strengthen the innovation capabilities of private and
public organizations
to develop its own innovation capabilities
An explorative case-study: the SSI (Service Science & Innovation)
CRP Henri Tudor department (150 researchers).
7
9. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
9
10. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
A global report containing: The initial skill card of the study job. The evolution profile
Output (determinant, evolutions scenario, action plan) that has been identified. The resulting skill card
of the job describing new key competencies within 3 or 5 years
10
11. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description The skill foresight service proposes to look forward and to foresight tomorrow
key competencies. The service aims at answering the question: What will be
the competencies needed for a job, or a given sector within 3 or 5 years?
The service is based on prospective theory and is decomposed into 3 main
phases:
Establishing the skill card of the job
Establishing an evolution scenario
Establishing the foresight skill card
11
12. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description
Delivery options Several options
‐ Option 1 : 21,75days
o Initial Skill Card through individual interviews and validation in focus
group
o Evolution scenario based on 3 focus groups
o Foresight skill card : based on one focus group
o Final report
‐ Option 2 : 19 days
o Initial Skill Card based on Focus group
o Evolution scenario based on 3 focus groups
o Foresight skill card : based on one focus group
o Final report
‐ Option 3 : 16 days
o Initial Skill Card based on Focus group
o Evolution scenario based on 2 focus groups
o Foresight skill card : based on one focus group
o Final report
12
13. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description
Delivery options
Type of action Research, Consulting, Training, Support
13
14. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description
Delivery options
Type of action
Strategic human resources Res1, Res2, Res3, Res4
Useful Asset Skill card methodology guide, Skill card Interview guide, abiliticWeb tool
(under development)
14
15. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description
Delivery options
Type of action
Strategic human resources
Useful Asset
Research partner Luxemburgish training organisms (Chambres patronale et salariale, ADEM,
ABSI)
15
16. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description
Delivery options
Type of action
Strategic human resources
Useful Asset
Research partner
Maturity In 2009 maturity level 4
Deployment plan Actually the service is been developed within “la grande region” through an
INTERREG Project. Objective end 2010, deploy the service in several European
training organisms as well as develop a computer based tool to support the service. In
2011 maturity level 5
16
17. Service Portfolio: SLM vision
Service generic level
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description
Delivery options
Type of action
Strategic human resources
Useful Asset
Research partner
Maturity
Deployment plan
Success story Muller & Wegener – Luxembourg – Work on the job “préparateur de
commandes”
17
18. Service Portfolio: SLM vision
Assets : SLM – STM coordination
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output
Technical description
Res1: scientific coordinator, statistics, prospective theory…
Delivery options
Res2: research engineer, human resource…
Res3: research engineer, skill card expert, project manager…
Type of action Res4: research engineer, jobs and skills expert…
Potential human resources
Strategic human resources
Useful Asset
Potential non-human resources
Research partner
• Skill card methodology guide: skill_card_guide.doc
Maturity • Skill card Interview guide: interview_guide.doc
• abiliticWeb tool (under development):
user_guide_aviliticWebtool.pdf
Deployment plan
• Training courses support: skill_foresight_methodology.ppt
Success story
For each of these resources a description is given
18
19. Service Portfolio: SLM vision
Contextualisation : SLM –SPM coordination
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output Specific outputs
Technical description Market specialized description
Delivery options You are a training organism and you wonder « How to adapt, as soon as
possible, my training courses contain to the market need ».
Type of action The skill foresight service is an innovative methodology that allows you to
identify tomorrow key competencies and to adapt and valorize your training
Strategic human offer.
resources The service is adapted to your needs through a participative demarche
involving professional of your domain.
Useful Asset
Research partner
Maturity
Deployment plan
Success story
19
20. Service Portfolio: SLM vision
Contextualisation : SLM –SPM coordination
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output Specific outputs
Technical description Market specialized description
Delivery options
Market challenge Identifying future competencies, adapting training to client
needs
Type of action Market customers Training organisms within the “grande region”, Human
resources departments
Strategic human
Market competitors
Specialize human resources consultants working on skill card
resources
Market partners establishment
Useful Asset Support partners
Service assets
Research partner
Maturity
Deployment plan
Success story
20
21. Service Portfolio: SLM vision
Contextualisation : SLM –SPM coordination
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output Specific outputs
Technical description Market specialized description
Delivery options
Market challenge
Type of action Market customers
Strategic human
Market competitors
resources
Market partners
Useful Asset Support partners
Service assets
Research partner
Communication means and supports
Maturity
Newspaper publication (example: “Tageblatt”, “Le
jeudi”)
Deployment plan
Scientific publication (example: ESSEC 2009)
Skill foresight leaflet (under construction)
Success story
21
22. Service Portfolio: SLM vision
Contextualisation : SLM –SPM coordination
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output Specific outputs
Technical description Market specialized description
Delivery options
Market challenge
Type of action Market customers
Strategic human
Market competitors
resources
Market partners
Useful Asset Support partners
Service assets
Research partner
Communication means and supports
Maturity
Maturity on the market
Deployment plan Development plan
Develop the maturity of the service in intra-enterprise mainly by reducing the cost
Success story
for small and medium enterprises
22
23. Service Portfolio: SLM vision
Contextualisation : SLM –SPM coordination
The skill foresight service proposes to look forward and to foresight tomorrow key competencies. It aims at
answering the question: What competencies are needed for a job or a given sector within 3 or 5 years?
Output Specific outputs
Technical description Market specialized description
Delivery options
Market challenge
Type of action Market customers
Strategic human
Market competitors
resources
Market partners
Useful Asset Support partners
Service assets
Research partner
Communication means and supports
Maturity
Maturity on the market
Deployment plan Development plan
Income models Collaborative research project, when specify to one specific
Success story
context within a company, Consultancy model in other cases
23
24. As a conclusion
Outputs
Design of a dual-perspective organizational model based
on a study of NSD processes and Resource-based view
elements with an empirical-based framework for
sustainable service portfolio management.
Benefits
To foster interactions between the organization and the
markets
to increase services visibility for the clients (end-users).
To involve customers in a co-design process
interactions with the market are not the only prerequisite
to support innovation design.
Tocreate coherent links between NSD processes,
markets and resource base
to improve innovative sustainable services in a
continuing process.
24
25. As a conclusion
Further research areas
Associate to this model indicators and best practices
Follow-up observation
perspective of the innovation management model, and
more specifically, new service development models.
Improvement of our practices.
Toward a Knowledge Management system
Contribute to service-innovation process capitalization
and sustainability
25