Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
The document outlines a planning model for projects consisting of three phases - Plan, Develop, and Execute. It then provides examples of how to apply this model to both a general project and a specific project involving developing fundraising software. The planning model emphasizes establishing clear intent, requirements, timelines, and risk analysis in the Plan phase. It stresses mapping out the intent, gathering resources, and creating a written strategy in the Develop phase. Finally, it notes the importance of adhering to the plan while allowing for adaptation, and debriefing after project execution in the Execute phase. Applying this model and prioritizing security from the beginning is positioned as a foundation for success.
Choosing the Best StrategyLearning ObjectivesBy the tiVinaOconner450
This document discusses strategies for selecting the best strategy using a criteria matrix approach. It provides guidance on:
1. Selecting appropriate criteria to evaluate strategic alternatives, such as revenue growth, profitability, investment required, etc. The criteria chosen should represent what success means to the company.
2. Using a criteria matrix to rate how each strategic alternative performs on the selected criteria. This helps identify the best alternative and arguments to support its selection.
3. Developing detailed analyses and forecasts to supplement the criteria matrix, such as revenue and profitability projections for each alternative. This provides a more rigorous evaluation.
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
Scrum is a highly structured process that requires more documentation than waterfall projects. It takes an opportunistic approach to developing functionality over time in sprints. Teams must learn the scrum process and shift their mindset to be successful. Early sprint results may be uneven, but trends will emerge over time. Planning occurs regularly at different levels from daily stand-ups to longer release planning.
The document is a personal development plan that:
1) Identifies areas for improvement such as encouraging innovation, planning change, leading change, and managing projects.
2) Notes strengths like planning, problem solving, and reviewing.
3) Provides an action plan with goals, resources, and deadlines to develop the skills over 12 months.
4) Lists contacts for support from organizations like Business Link and Acas.
5) Provides additional resources on topics like grants, professional bodies, and online guidance.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Tathagat Varma presented on implementing an unbalanced scorecard at Yahoo. He discussed Yahoo's journey in developing strategic goals and key performance indicators across product and support groups from 2010-2012. Some challenges included unbalancing the scorecard, setting vertical vs horizontal goals, organizational changes, and ensuring effective execution and review. Learnings included the need for flexibility, leadership's critical role, and the importance of constant realignment and double-loop learning to coordination strategic initiatives.
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
The document outlines a planning model for projects consisting of three phases - Plan, Develop, and Execute. It then provides examples of how to apply this model to both a general project and a specific project involving developing fundraising software. The planning model emphasizes establishing clear intent, requirements, timelines, and risk analysis in the Plan phase. It stresses mapping out the intent, gathering resources, and creating a written strategy in the Develop phase. Finally, it notes the importance of adhering to the plan while allowing for adaptation, and debriefing after project execution in the Execute phase. Applying this model and prioritizing security from the beginning is positioned as a foundation for success.
Choosing the Best StrategyLearning ObjectivesBy the tiVinaOconner450
This document discusses strategies for selecting the best strategy using a criteria matrix approach. It provides guidance on:
1. Selecting appropriate criteria to evaluate strategic alternatives, such as revenue growth, profitability, investment required, etc. The criteria chosen should represent what success means to the company.
2. Using a criteria matrix to rate how each strategic alternative performs on the selected criteria. This helps identify the best alternative and arguments to support its selection.
3. Developing detailed analyses and forecasts to supplement the criteria matrix, such as revenue and profitability projections for each alternative. This provides a more rigorous evaluation.
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
Scrum is a highly structured process that requires more documentation than waterfall projects. It takes an opportunistic approach to developing functionality over time in sprints. Teams must learn the scrum process and shift their mindset to be successful. Early sprint results may be uneven, but trends will emerge over time. Planning occurs regularly at different levels from daily stand-ups to longer release planning.
The document is a personal development plan that:
1) Identifies areas for improvement such as encouraging innovation, planning change, leading change, and managing projects.
2) Notes strengths like planning, problem solving, and reviewing.
3) Provides an action plan with goals, resources, and deadlines to develop the skills over 12 months.
4) Lists contacts for support from organizations like Business Link and Acas.
5) Provides additional resources on topics like grants, professional bodies, and online guidance.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Tathagat Varma presented on implementing an unbalanced scorecard at Yahoo. He discussed Yahoo's journey in developing strategic goals and key performance indicators across product and support groups from 2010-2012. Some challenges included unbalancing the scorecard, setting vertical vs horizontal goals, organizational changes, and ensuring effective execution and review. Learnings included the need for flexibility, leadership's critical role, and the importance of constant realignment and double-loop learning to coordination strategic initiatives.
key steps of Strategy Development in corporate sector.pptxatifkhushnood
This document outlines the steps for developing an effective strategy:
1. Determine your strategic position and assess your current assets and competencies.
2. Define your vision using the SMART framework to set specific, measurable goals.
3. Prioritize your strategic objectives and determine which are most important.
4. Decide who to involve in strategy development and ensure everyone is aligned on goals.
The final steps include allocating resources, executing the plan, reviewing performance, and making adjustments based on feedback to continuously improve the strategy. An effective strategy focuses on engaging people, prioritizing objectives, and maintaining flexibility.
The document outlines a planning cycle methodology for small to mid-size projects. It describes the planning cycle as an ongoing process that involves initiating a plan, identifying the aim, exploring options, selecting the best option, detailed planning, evaluating the plan and its impact, implementing the plan, closing out the plan, and providing feedback. This cycle intersects people, processes, and products at each step. The planning cycle approach provides a repeatable process for planning, prioritizing, approving, executing, and measuring 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.
This document outlines NASA's 7-step project management process presented by the NASA Safety Center. The 7 steps are: 1) establish a vision, 2) develop project success criteria, 3) apply backward planning, 4) use forward action planning, 5) identify metrics, 6) rely on the project team, and 7) communicate frequently. Each step is described in 1-2 sentences with an emphasis on establishing a clear vision and success criteria early, planning backwards and forwards, using metrics to track progress, relying on team members, and ensuring open communication. Real NASA projects are provided as examples to illustrate applying the 7 steps.
The document discusses five things to do before implementing Agile practices: 1) Identify the reasons for adopting Agile, 2) Inform and educate teams and the organization about Agile ways of working, 3) Define engineering practices to use, 4) Define a product backlog, and 5) Set a definition of done. It emphasizes understanding why an organization wants to adopt Agile and how Agile will benefit the organization. It also discusses communicating changes to working styles and focusing on developing working software iteratively.
This document outlines the strategic planning process for Chicago Milwaukee business managers. It involves:
1) Reexamining the organization's mission and collecting internal/external data on strengths, weaknesses, opportunities, and threats;
2) Establishing clear decision-making policies and communication in the planning phase;
3) Leveraging strengths and opportunities through data collection in the discovery phase;
4) Structuring a planning team with diverse expertise to guide the process through phases like documentation, assessment, and evaluation.
The strategic planning process results in a specific, measurable, and time-bound plan to articulate an organization's unique value and guide proactive actions for success.
Travis Barker, MPA GCPM
Innovate Vancouver
https://innovatevancouver.org
Consulting@innovatevancouver.org
Download a copy of the playbook at http://innovatevancouver.org
"Project Management Generator"
Craig Brown was invited to speak at Swinburne University about project management. He wanted to discuss how business models can help with successful project outcomes. In his talk, Brown covered several topics:
In part 1, he discussed various business modeling techniques like the Business Model Canvas, Cynevin framework, Porter's five forces and value chain models, and the Strategy Map. These models help define goals and strategies.
In part 2, he talked about performance measurement models like the Balanced Scorecard and Quadruple Constraint. Models help define what "done" looks like.
In part 3, Brown discussed how to apply the models through various steps and frameworks like lean startup and agile delivery. Planning
This document provides guidance on preparing for the PMI Agile Certified Practitioner (PMI-ACP) certification exam. It outlines key reasons to obtain the certification, such as the growing adoption of agile practices. It also details the exam structure and distribution of questions. The document recommends resources to focus on for each of the major agile methodologies like Scrum and Lean. Specific topics are highlighted within agile estimating, risk management, communications, and leadership. The summary provides an overview of the essential information needed to effectively study for the PMI-ACP exam.
This document provides an overview and introduction to Scaling Agile in an enterprise using SAFe (Scaled Agile Framework). It discusses the challenges of scaling Scrum in an enterprise, including coordination among teams, colocation, large product backlogs, integration, architecture development and code quality. It then introduces SAFe as a proven framework for applying Agile practices at enterprise scale, with three levels - Team, Program and Portfolio. Finally, it discusses how management must embrace Lean-Agile values, apply Lean-Agile principles, implement practices and lead the implementation to achieve the benefits of SAFe like increased productivity, faster time to market and reduced defects.
This document discusses Agile project management and how the Scrum framework implements Agile principles. It begins with an overview of Agile development and then covers the 10 key Agile principles such as active user involvement, evolving requirements but fixed timescales, and frequent delivery of features. It then explains how Scrum uses self-organizing cross-functional teams, roles like the Scrum Master and Product Owner, and the core practice of iterative Sprints to apply these Agile principles. The document concludes by arguing that Agile is suitable for everyone because it facilitates communication, flexibility, and stakeholder involvement.
The document discusses planning as a management process. It defines planning as thinking about and organizing activities to achieve goals. The key steps in the planning process are:
1) Establishing goals and identifying resources needed
2) Creating tasks to achieve goals and prioritizing them
3) Developing timelines, assigning responsibilities, and establishing evaluation methods
4) Identifying alternative courses of action if the plan is not on track
Planning is an intellectual process that pervades all management activities. It is a continuous and perpetual process that must be revised as circumstances change. Effective planning is crucial for organizational success.
Using hoshin planning for six sigma project selectionEd Powers
I gave this presentation in 2004 to the American Society for Quality (ASQ) Denver Section on the subject of using Hoshin planning to select business-critical improvement projects. This is a great approach to build support and alignment on Lean Six Sigma projects from the top down.
The 9-step proposal outlines an approach for mid to large product companies to adopt Agile methodologies. Step 0 involves performing value stream mapping to identify organizational gaps and determine if Agile could help. Step 1 includes creating cross-functional leadership and transition teams. Step 2 has the teams create vision and transition backlogs. Step 3 suggests segregating projects into innovation, incremental, and support categories. The remaining steps cover building teams, implementing practices, celebrating successes, and continuously improving. The overall goal is to transition the organization to Agile and achieve higher value delivery through improved flow.
Introduction to Agile Software Developmentaboulkheir
What is Agile Software Development?
The Agile Manifesto
The Twelve Principles of Agile Software
Agile Methodologies
Scrum
Extreme Programming (XP)
Lean Software Development
Kanban Software Development
User Story
Definition of Done
Relative Sizing & Story Points
Planning Poker Estimation Technique
Velocity
Lean Product Development at Discovery Communications: Methodology, Practices,...Chris McFadden
This document provides an overview of Lean-Agile product development methodology, practices, and terminology. It discusses Agile development fundamentals and values, introduces Lean-Agile principles like eliminating waste and building quality in. Key practices covered include prioritizing work using a product backlog, developing using iterative minimum viable products, and testing approaches like test-driven development and acceptance testing. Visual tools like Kanban boards are also summarized.
This document describes an in-company training program on innovation management. The program teaches participants about innovation concepts and best practices using the Innovation Model Canvas as a framework. It aims to help companies build an agile and innovative organization. The training covers innovation foundations, develops an innovation plan using the canvas, and activates teams to increase corporate performance through innovation. It is 1.5-2.5 days and involves developing a collective canvas and optional action planning. The trainer has extensive experience in corporate innovation.
This document provides an outline on planning and strategy. It begins with defining planning as deciding in advance what to do and how to do it, noting that planning bridges the gap between the current situation and the desired future state. The document then discusses the planning process, which involves identifying opportunities, establishing objectives, evaluating alternatives, and implementing and following up on plans. It also discusses limitations of planning and how to make planning effective. Finally, it discusses different levels of strategy for organizations, including corporate, business, and functional strategies.
The document provides information about an Agile consultant named Anuj M Ojha. It includes details of his certifications and experience in Agile coaching and training over 13 years. It also lists some of the organizations he has worked with to help them implement Agile practices and deliver value through continuous improvement.
Find a recent merger or acquisition that has been announced in the.docxMalikPinckney86
Find a recent merger or acquisition that has been announced in the media. What are the implications for the merger or acquisition and plans for implementing the blending firms? Also, evaluate and describe two possible technological innovations that may have led to the merger or acquisition. Would you have obtained this new technology or innovation differently? Why? Include the reference information of the article. Respond substantively to at least two other learners.
.
Find an example of a document that misuses graphics. This can be a d.docxMalikPinckney86
Find an example of a document that misuses graphics. This can be a document that you have received (please blot out any sensitive information and names) or a document that you find on the Internet. Discuss how the graphics are misused and what could be done to better them. Address the three “Cs” of technical writing: Clarity, Conciseness, and Correctness. Add one or two personal experiences with this topic.
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key steps of Strategy Development in corporate sector.pptxatifkhushnood
This document outlines the steps for developing an effective strategy:
1. Determine your strategic position and assess your current assets and competencies.
2. Define your vision using the SMART framework to set specific, measurable goals.
3. Prioritize your strategic objectives and determine which are most important.
4. Decide who to involve in strategy development and ensure everyone is aligned on goals.
The final steps include allocating resources, executing the plan, reviewing performance, and making adjustments based on feedback to continuously improve the strategy. An effective strategy focuses on engaging people, prioritizing objectives, and maintaining flexibility.
The document outlines a planning cycle methodology for small to mid-size projects. It describes the planning cycle as an ongoing process that involves initiating a plan, identifying the aim, exploring options, selecting the best option, detailed planning, evaluating the plan and its impact, implementing the plan, closing out the plan, and providing feedback. This cycle intersects people, processes, and products at each step. The planning cycle approach provides a repeatable process for planning, prioritizing, approving, executing, and measuring 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.
This document outlines NASA's 7-step project management process presented by the NASA Safety Center. The 7 steps are: 1) establish a vision, 2) develop project success criteria, 3) apply backward planning, 4) use forward action planning, 5) identify metrics, 6) rely on the project team, and 7) communicate frequently. Each step is described in 1-2 sentences with an emphasis on establishing a clear vision and success criteria early, planning backwards and forwards, using metrics to track progress, relying on team members, and ensuring open communication. Real NASA projects are provided as examples to illustrate applying the 7 steps.
The document discusses five things to do before implementing Agile practices: 1) Identify the reasons for adopting Agile, 2) Inform and educate teams and the organization about Agile ways of working, 3) Define engineering practices to use, 4) Define a product backlog, and 5) Set a definition of done. It emphasizes understanding why an organization wants to adopt Agile and how Agile will benefit the organization. It also discusses communicating changes to working styles and focusing on developing working software iteratively.
This document outlines the strategic planning process for Chicago Milwaukee business managers. It involves:
1) Reexamining the organization's mission and collecting internal/external data on strengths, weaknesses, opportunities, and threats;
2) Establishing clear decision-making policies and communication in the planning phase;
3) Leveraging strengths and opportunities through data collection in the discovery phase;
4) Structuring a planning team with diverse expertise to guide the process through phases like documentation, assessment, and evaluation.
The strategic planning process results in a specific, measurable, and time-bound plan to articulate an organization's unique value and guide proactive actions for success.
Travis Barker, MPA GCPM
Innovate Vancouver
https://innovatevancouver.org
Consulting@innovatevancouver.org
Download a copy of the playbook at http://innovatevancouver.org
"Project Management Generator"
Craig Brown was invited to speak at Swinburne University about project management. He wanted to discuss how business models can help with successful project outcomes. In his talk, Brown covered several topics:
In part 1, he discussed various business modeling techniques like the Business Model Canvas, Cynevin framework, Porter's five forces and value chain models, and the Strategy Map. These models help define goals and strategies.
In part 2, he talked about performance measurement models like the Balanced Scorecard and Quadruple Constraint. Models help define what "done" looks like.
In part 3, Brown discussed how to apply the models through various steps and frameworks like lean startup and agile delivery. Planning
This document provides guidance on preparing for the PMI Agile Certified Practitioner (PMI-ACP) certification exam. It outlines key reasons to obtain the certification, such as the growing adoption of agile practices. It also details the exam structure and distribution of questions. The document recommends resources to focus on for each of the major agile methodologies like Scrum and Lean. Specific topics are highlighted within agile estimating, risk management, communications, and leadership. The summary provides an overview of the essential information needed to effectively study for the PMI-ACP exam.
This document provides an overview and introduction to Scaling Agile in an enterprise using SAFe (Scaled Agile Framework). It discusses the challenges of scaling Scrum in an enterprise, including coordination among teams, colocation, large product backlogs, integration, architecture development and code quality. It then introduces SAFe as a proven framework for applying Agile practices at enterprise scale, with three levels - Team, Program and Portfolio. Finally, it discusses how management must embrace Lean-Agile values, apply Lean-Agile principles, implement practices and lead the implementation to achieve the benefits of SAFe like increased productivity, faster time to market and reduced defects.
This document discusses Agile project management and how the Scrum framework implements Agile principles. It begins with an overview of Agile development and then covers the 10 key Agile principles such as active user involvement, evolving requirements but fixed timescales, and frequent delivery of features. It then explains how Scrum uses self-organizing cross-functional teams, roles like the Scrum Master and Product Owner, and the core practice of iterative Sprints to apply these Agile principles. The document concludes by arguing that Agile is suitable for everyone because it facilitates communication, flexibility, and stakeholder involvement.
The document discusses planning as a management process. It defines planning as thinking about and organizing activities to achieve goals. The key steps in the planning process are:
1) Establishing goals and identifying resources needed
2) Creating tasks to achieve goals and prioritizing them
3) Developing timelines, assigning responsibilities, and establishing evaluation methods
4) Identifying alternative courses of action if the plan is not on track
Planning is an intellectual process that pervades all management activities. It is a continuous and perpetual process that must be revised as circumstances change. Effective planning is crucial for organizational success.
Using hoshin planning for six sigma project selectionEd Powers
I gave this presentation in 2004 to the American Society for Quality (ASQ) Denver Section on the subject of using Hoshin planning to select business-critical improvement projects. This is a great approach to build support and alignment on Lean Six Sigma projects from the top down.
The 9-step proposal outlines an approach for mid to large product companies to adopt Agile methodologies. Step 0 involves performing value stream mapping to identify organizational gaps and determine if Agile could help. Step 1 includes creating cross-functional leadership and transition teams. Step 2 has the teams create vision and transition backlogs. Step 3 suggests segregating projects into innovation, incremental, and support categories. The remaining steps cover building teams, implementing practices, celebrating successes, and continuously improving. The overall goal is to transition the organization to Agile and achieve higher value delivery through improved flow.
Introduction to Agile Software Developmentaboulkheir
What is Agile Software Development?
The Agile Manifesto
The Twelve Principles of Agile Software
Agile Methodologies
Scrum
Extreme Programming (XP)
Lean Software Development
Kanban Software Development
User Story
Definition of Done
Relative Sizing & Story Points
Planning Poker Estimation Technique
Velocity
Lean Product Development at Discovery Communications: Methodology, Practices,...Chris McFadden
This document provides an overview of Lean-Agile product development methodology, practices, and terminology. It discusses Agile development fundamentals and values, introduces Lean-Agile principles like eliminating waste and building quality in. Key practices covered include prioritizing work using a product backlog, developing using iterative minimum viable products, and testing approaches like test-driven development and acceptance testing. Visual tools like Kanban boards are also summarized.
This document describes an in-company training program on innovation management. The program teaches participants about innovation concepts and best practices using the Innovation Model Canvas as a framework. It aims to help companies build an agile and innovative organization. The training covers innovation foundations, develops an innovation plan using the canvas, and activates teams to increase corporate performance through innovation. It is 1.5-2.5 days and involves developing a collective canvas and optional action planning. The trainer has extensive experience in corporate innovation.
This document provides an outline on planning and strategy. It begins with defining planning as deciding in advance what to do and how to do it, noting that planning bridges the gap between the current situation and the desired future state. The document then discusses the planning process, which involves identifying opportunities, establishing objectives, evaluating alternatives, and implementing and following up on plans. It also discusses limitations of planning and how to make planning effective. Finally, it discusses different levels of strategy for organizations, including corporate, business, and functional strategies.
The document provides information about an Agile consultant named Anuj M Ojha. It includes details of his certifications and experience in Agile coaching and training over 13 years. It also lists some of the organizations he has worked with to help them implement Agile practices and deliver value through continuous improvement.
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Medium-Security Adult Male Institution
Regional Parole and Probation Office Team
Correctional Training Academy Team
Juvenile Justice Male Correctional Institution
Community Correctional Institution
Supermax Correctional Institution
Correctional Education Program of a State Correctional System
Correctional Mental Health Program of a State Correctional System
Medium/Minimum-Security Adult Female Institution
Large County Detention Center (County Jail)
Introduce your institution by identifying the following:
1) Name
2) Mission statement (if published)
3) Population served (number and demographics)
4) Examples of programs offered
5) Number of uniformed personnel and other staff members
Then develop a strategic plan considering the major themes of
Communication; Coordination (formal channels); and Cooperation (informal):
Include in your plan the following:
1) Four (4) organizational objectives (these can be future goals over a 1, 5, or 10-year period)
2) Strategies to address each of the objectives
3) At least 1 employee
or
inmate program that helps to achieve each objective
4) A method for assessing success for each objective
The final work product can include photographs, charts, graphics, or any other appropriate elements to enhance the effectiveness of your presentation
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Financial Reporting Problem and spreedsheet exercise.
This is an comanding assignment. I am willing to pay good money because I need this assignment to be done correctly and on time. Please review the assignment before sending me an handshake.
**Serious inquires only***
Please see attachment for the assignment.
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Questions to address might include:
How does the event relate to issues addressed in class?
How might similar situations be mitigated?
What is the broader impact of the event (e.g., nationally, globally, etc.)
Include a link to the story or a citation so that others may read the story.
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Imagine you are considering investing in a corporation.
Suggest what key information you would look for in a company’s financial statements, and explain why this information is important to you.
From the e-Activity, highlight the main elements that primary disclosure accounting policies encompass, and provide at least two (2) examples of the most commonly required disclosures.
Give your opinion on the way in which the disclosures you identified are important to financial statement users.
Provide a rationale for your opinion.
e-Activity
Go to the International Financial Reporting Standards (IFRS) Website to review authoritative guidance on “accounting policy disclosures”, located at
http://www.ifrs.org
in the search engine type in “accounting policy disclosures”.
Be prepared to discuss.
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Financial Ratios
what are the limitations of financial ratios? Classify your answer into at least the following categories: liquidity ratios, activity ratios, leverage ratios, and profitability ratios.
Financial Analysis
R.E.C. Inc.’s staff of accountants finished preparing the financial statements for 2010 and will meet next week with the company’s CEO as well as the Director of Investor Relations and representatives from the marketing and art departments to design the current year’s annual report. Write a paragraph in which you present the main idea(s) you think the company should present to shareholders in the annual report. Why do you think those ideas should be included?
.
Financial mangers make decisions today that will affect the firm i.docxMalikPinckney86
Financial mangers make decisions today that will affect the firm in the future. The dollars used for investment expenditures made today are different from the cash flows to be realized in the future. What are these differences? What are some of the techniques that can be used to adjust for these differences?
.
Financial Laws and RegulationsComplete an APA formatted 2 page pap.docxMalikPinckney86
Financial Laws and Regulations
Complete an APA formatted 2 page paper (not including the title and reference pages) answering the following questions:
What are five elements pertaining to the establishment of a false claim under the False Claims Act?
HIPAA privacy standards were designed to accomplish what three broad objectives? Explain each.
Stark II laws prohibit physician referrals to entities in which the physician has a financial relationship. What are 10 specific designated health services (DHS) for which referrals by physicians who have financial relationships with the entity providing the DHS are prohibited?
Discuss the following:
Qui tam
HIPAA Privacy Rule
EMTALA
Compliance programs
.
Financial Management DiscussionWhen reviewing the financial st.docxMalikPinckney86
Financial Management Discussion
When reviewing the financial statements of a company, there are many different ratios to choose from. Choose a ratio that looks at liquidity, solvency and profitability and discuss its importance.
75- 150 words required.
.
Final Written Art Project (500 words) carefully and creatively wri.docxMalikPinckney86
Final Written Art Project (500 words) carefully and creatively written words and sentences. Artist Statement (250 words)
WRITTEN ART PROJECT
Create a disjunctive or non-narrative piece
that engages all three aspects of reality that we have been discussing throughout the quarter: 1) larger political, social, and economic realities 2) personal or human dramatic situation and 3) detritus of existence. Make sure each of these are well represented and that they do not merely serve as a backdrop or props for other parts of your piece. In other words, make sure each of these aspects of reality is given its due as determining of your or others reality.
Possible Strategies and Advice:
Switch between first and third person perspectives. Make use of actual seeings—what you see. Describe and only occasionally explain or meditate. Meditate a great deal but be sure you are specific . Enact and don’t preach.
Create a concept (a title for your piece) that gives the reader a sense of the intent of your work.
This concept should serve to suggest complementary or conflictual relations between the different parts of your piece. Ultimately in placing all your parts together, in proximity to one another, you want the “whole” to be greater than the sum of the parts.
ARTIST STATEMENT
Please describe the intent of your piece and how you think its disjunctive form allows you to create a sense of reality that you wish to create. Please consider key words and concepts from the module syllabus as well as the ideas that have emerged from course discussions and thought challenges. You might also find these artist’s statements of use:
Chekov
Remove everything that has no relevance to the story. If you say in the first chapter that there is a rifle hanging on the wall, in the second or third chapter it absolutely must go off. If it’s not going to be fired, it shouldn’t be hanging there.
Marguerite Duras
Sometimes I realize that if writing isn’t, all things, all contraries confounded, a quest for vanity and void, it’s nothing. (
The Lover,
8)
Leslie Scalapino
I intended this writing to be the repetition of historically real events the writing of which punches a hole in reality. . . . There was when writing the work something else going interiorily besides what’s going on in segments.
.
Final Research Paper Research the responsibility of a critical t.docxMalikPinckney86
This document provides instructions for a final research paper asking students to research the responsibility of a critical thinker in contemporary society by examining a social issue through principles of critical thought, ethics, research-based truth seeking, and use of information technology. Students can choose a topic dealing with health, poverty, family relations, social media, immigration, or education issues.
Financial management homeworkUnit III Financial Planning, .docxMalikPinckney86
Financial management homework
Unit III
Financial Planning, the Financial System and Governance
Review:
Learning Activities (Non-Graded):
See Study Guide
Read:
Chapter 4:
Financial Planning
Chapter 5:
The Financial System, Corporate Governance, Interest, and the Financial Crisis of 2008
Submit:
.
Final ProjectThe Final Project should demonstrate an understanding.docxMalikPinckney86
Final Project
The Final Project should demonstrate an understanding of the reading assignments, class discussions, your own research and the application of new knowledge. It should utilize previous skills developed in foundational health care courses and apply them within the context and viewpoint of a health care administrator and their role in managing health and human services.
For the Final Project, select one of the following topics and conduct scholarly and professional research while integrating the course’s learning outcomes to address a selected topic:
Research specific leadership and management traits and theories necessary for managing a multidisciplinary and multicultural health care organization to promote organizational effectiveness.
Present how strategic planning, performance improvement, and information systems are interrelated and fundamental to the delivery of quality health care.
Examine the financial characteristics of health care delivery along with managing costs, revenues, and human resources.
Analyze ethical and legal concepts, including specific federal regulations, required of health care organizations to ensure the delivery of high quality health care that protects patient safety.
Research Requirements
Academic research and papers must meet certain standards of quality that are recognized by the academic community. What constitutes quality academic research?
The use of primary (original), credible sources written by experts in the field of study.
Ensuring secondary sources are supported by research in primary sources.
Making sure all research is relevant and that material used is pertinent to the area of study.
In graduate work, the use of peer-reviewed journal articles (journal articles reviewed by recognized experts in the relevant field of study) is required.
Keep in mind that educational websites may be appropriate, in some cases, but should be evaluated carefully.
The Ashford University Library offers many excellent databases and other resources to assist you in conducting scholarly research.
What sources are not acceptable for academic research and referencing?
Encyclopedias
Dictionaries
Wikipedia, other wikis, or blogs
Websites and other sources that do not provide quality researched materials (e.g., they do not use credible sources to support the information in the document).
All research must reflect professional academic protocol and must be documented according to APA standards as outlined in the Ashford Writing Center.
Creating the Final Project
You may choose to present your research is the form of an eight- to ten-page research paper (excluding title and reference pages) or a comprehensive 10- to 15-slide PowerPoint presentation (excluding title and reference slides) with detailed speaker notes. In either case, the content of the assignment must include each of the elements listed below:
Introduction
Describe the issue. Include why it was selected, the perspective of your appr.
Final ProjectImagine that you work for a health department and hav.docxMalikPinckney86
Final Project
Imagine that you work for a health department and have been asked to make a presentation to a group of health care professionals on the role and responsibilities of community and public health.
After reviewing the materials throughout the course and based on what you have learned, create a PowerPoint presentation of at least six slides that covers the following topics:
Describe the role of community and public health in the well-being of populations.
Describe the public health organizational structure.
Examine the legal and ethical dimensions of public and community health services.
Analyze funding of public and community health services.
Discuss the role of communication in community and public health programs.
Creating the Final Project
The Final Project:
Must be created using a screencast program such as Jing, Screencast-O-Matic, Screenr, or other audio/video program.
Must be a minimum of six PowerPoint slides in length (excluding title and reference slide), and formatted according to APA style as outlined in the Ashford Writing Center.
Must include a title slide with the following:
Title of presentation
Student’s name
Course name and number
Instructor’s name
Date submitted
Must include a succinct thesis that is presented on the opening slide.
Must address the topics with critical thought.
Must use at least four scholarly sources (not including the course text), including a minimum of two from academic journals found in the Ashford University Library. Other sources should be obtained from appropriate epidemiological information.
Must document all sources in APA style, as outlined in the Ashford Writing Center.
Must include a separate reference slide, formatted according to APA style as outlined in the Ashford Writing Center.
.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
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What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
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Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
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ImplementationLearning ObjectivesBy the time you have
1. Implementation
Learning Objectives
By the time you have completed this chapter, you should be able
to do the following:
•
Recognizegoodoperationalplansanddistinguishthemfromweakone
s.
• Appreciatethevalueoftrackingprogressonalloperationalplans.
• Appreciatethevalueofface-to-
facemeetingswithmiddlemanagerstodiscussnegativevariances.
•
Knowwhyemergentstrategiesoccurandhowtheymightaffectacomp
any’scurrentstrategy.
• Manage,improve,andevaluateanexistingstrategic-
planningprocess.
•
Understandthe“strategyparadox,”showinghowacompany’sstrengt
hinexecutioncanbesimultaneously
itsAchilles’heel.
9
Ivelin Radkov/iStockphoto/Thinkstock
CHAPTER 9Section 9.1 Plans by Organizational Unit
ChapterOutline
11. CHAPTER 9Section 9.2 Tracking Performance Using Metrics
Operational objectives, discussed in Chapter 8, must be set
carefully. Making good progress
towardobjectivesthatweresettoolowisoflittlevalueandwon’timple
mentthestrategyprop-
erly.Settingthemtoohighde-
motivatestheworkforceandisjustasbad.Soletusassumethat
“stretch”objectives—
setatjusttherightlevelbutthatdemandalittlemorefromeveryoneto
achieve—
havebeensetallthewaydowntheline,plansweredevisedforeveryunit
thatmatched
itsbudgetallocations,andthatitwastheseplansthatarenowbeingcarr
iedoutbyeveryonein
theorganization.
Howdoestopmanagementmoni-
tor whether everything is “on
track”or“onplan?”
Themanager’sjobistocollectand
organizecurrentprojectdataforthe
reviewperiod,byproject, intheir
respective areas of responsibility.
TheexampleshowninFigure9.1is
astepintherightdirection,buthas
to be summarized for the month.
For example, the figure shows an
almost instantaneous picture for
dailymonitoring,atimeframeand
levelofdetailrequiredonlybythe
people actually doing the work.
From such daily reports and the
statusofprojectsattheendofthe
13. again.Anotherexampleofacontrolsystemisapackagingmachinethat
automaticallyfillsboxes
withapreciseweightofcereal,signalstheoperatorthemomentthefille
dweightexceedsorfalls
Fancy Collection / SuperStock
The manager’s job is to collect and organize current project
data by project.
CHAPTER 9Section 9.2 Tracking Performance Using Metrics
shortbyapresetsmallamount,enablingimmediateadjustmentofthem
achine.Inthecaseofa
budgetascontrolsystem,actionistakenonly
ifexpensesexceedthebudget.Further,cumulative
expensesarecomparedtocumulativebudgetssothatanoperationalun
itthathasoverspentone
monthcan“makeup”andspendlessthanitsbudgetinthefollowingmo
nth(Figure9.2).
Oneofthehallmarksofagoodcontrolsystemisthatcorrectiveactionis
takenassoonasitisfound
tobeneeded.Whywaituntiltheendoftheyeartodiscoverthatyouhave
goneoverbudget?At
theotherendofthescale,shouldyoucheckeverywee k?Thatmakesnos
ense,either.Monthly
checkingisaboutright,andmostinformationsystemscanprovidesuc
hinformationmonthly,
eitherasneededonscreenorinacustomizedmonthlyreportsenttoallo
perationalmanagers.
In large organizations that have federal contracts, for example,
government auditors closely
15. Update
Variance
Continue as
planned
Reduce expenses
next month
Figure 9.2: The budget as control system
CHAPTER 9Section 9.2 Tracking Performance Using Metrics
negative
varianceisaninstancewhereaproject’sprogressisdelayedandcould
missadeadline,
orwhereitsbudgethasbeenexceeded,orwhereperformancecomesup
shortofaquantitative
standardorexpectation.
Whatcanbeaccomplishedinsuch
ameetingbetweenamanagerand
adirectreport?First,themanager
should learn about the particular
circumstances surrounding nega-
tive variances of some projects,
whatmighthavecausedthedelays
or budget overruns, and which
otherprojectsmightbeinjeopardy
asaresult.Theyshouldaskques-
tions and listen carefully to the
responses.Boththemanagerand
16. direct report should note ques-
tions to which an answer could
notbeprovidedbecausethedirect
report didn’t have the necessary
information.
Second, the manager and direct
report should discuss potential
solutionstothenegativevariances.Someprojectscanbepulledbacko
ntrackthrougheither
thedirectreportgettingprojectpersonneltoacknowledgeproblemsa
ndsolvethem,helping
themtofindsolutions,andtryingtoremoveobstaclesthatmightbedela
yingprogress.Also,
ifbudgetsareoverrun,anewlowerbudgetthatcompensatesfortheove
rrunmustbecom-
municatedtoprojectpersonnel.Themanagershouldfocusonprojects
wherethereisadirect
relationshipbetweenscheduleandbudget.Thatis,wherespeedingthe
mupwillcostmore,
andconversely,wherereducingthebudgetresultsinunacceptabledel
ays.Itisinpreciselysuch
situationsthatanycritical-
pathsoftwarebecomesinvaluable,becauseitletsaprojectleaderor
supervisortryoutdifferentalternativesuntilbothparameters(project
timeandbudget)meet
expectations.
Third,themanagershouldinsistthatthedirectreportfile—
withinthenextcoupleofdays—a
revisedplancontainingthepointsthatwerediscussedthatwillbringpr
ojectsandbudgetsback
inline.
Finally,meetingsrepresentanopportunityforthemanagertostrength
enarelationshipwiththe
26. 20.Isyourcompanyculturecollaborative,innovative,andtrusting?
TOTAL
Source: Stan Abraham, www.futurebydesign.biz
Whose Responsibility Is It?
Insmallcompaniesthatperforms trategicplanning,theCEOorownert
ypicallydrivesthepro-
cess.OccasionallythisroleisacknowledgedastheCEO’smostvaluab
lecontribution.Forexample,
Livescribe,amarketleaderindigitalpens,hiredanewCEOforthespec
ifictaskofstrategicplan-
ning(Takahashi,2012).Sometimes,heorshemightuseaconsultantor
anexecutivewithinthe
organizationtoconducttheprocessandhelpthegroupdecideonthestr
ategies.Mostsmallcom-
paniesandnewventures,however,donostrategicplanningforthesim
plereasonthatthereis
onlyonestrategypossible,andthecompany’senergiesarefocusedone
xecutingit.Examplesare
restaurants,retailoutlets,orsmallservicebusinesses.Suchcompanie
saddressstrategicplanning
onlywhenfacedwithseveralchoicesorintensecompetitionand,forth
efirsttime,areputina
positionofnotknowingwhattodo.
CHAPTER 9Section 9.4 Managing the Strategic-Planning
Process
Inmidsizetolargecompanies,thejobofcontrolling
theprocessistypicallydelegated.Ideally,therewould
beadirectorofstrategicplanningtomanagethepro-
cess.Withoutsuchaposition,responsibilitywouldgo
27. towhoevertheCEObelievescandoagoodjoborhas
someexperiencewithstrategicplanning,suchasthe
CFOorafunctionalvicepresident.Ifnoonewantsthe
assignmentorfeelsabletodoit,someonefromout-
sidemaybebroughtintodoit.Ifmanufacturing,R&D,
anddistributioncanbeoutsourced,socanfacilitating
the strategic-planning process. However, only plan-
ningandconductingtheprocessandachievingitspur-
posesshouldbesubcontractedtoaconsultant.The
actual decisions cannot be; the CEO and managers,
whoaloneareaccountableforactingonthosedeci-
sions and achieving the company’s objectives, must
make them. Some organizations, such as Air France
(AirFrance,n.d.),formadhocorstandingcommittees
to focus on strategic planning. Others, like Mitsubi-
shi(MitsubishiElectric,n.d.),employavicepresident
or C-level executive to direct strategic planning and
relatedinitiatives.
The person in charge should make sure all those
involvedunderstandwhattheyhavetodoandgive
themtimetodoit.Partoftheprocessiscreatingstan-
dard reporting formats that everyone understands
andthatfacilitatecomparisonswithlateryears.Atthe
outsettheyshouldestablishaschedulefortheprocessandthenenforce
itunlessacompanycrisis
intervenes.Theindividualmanagingtheprocessmustrememberthatt
heseplanningtasksare
superimposedonpeople’sregularjobsandarelikelytoproducenegati
veattitudesandreactions.
Onlyifthoseinvolvedseetheactivityascrucialforthecompanyandwo
rthyofbeingtakenseri-
ouslybyeveryonewilltheybemotivatedtodoagoodjob.
Choosing the Process
31. a
top managers’ meeting at a rural retreat center and then have no
one follow up on implementing any of the business discussed.
CHAPTER 9Section 9.4 Managing the Strategic-Planning
Process
planning”isallthereistoit,abeliefthatnoonehasbotheredtocorrectfo
rthem.Perhapsitisthe
golfgameattheresortwheretheretreatisheldthathastheirrealinterest
.However,itisawaste
oftimejusttogothroughthemotionssoacommitmenttotheprocessan
dimplementationare
requisiteelements.
Thereareafewkeystrategicdecisionstobemade,oratleastrevisited.T
hefirstistoconfirma
commitmenttoavisiontowhichthecompanyaspires.Theoutcomeoft
heprocessisdecidingon
thebeststrategicbundleinthecircumstances.Thatmayevenhappento
bewhatthecompanyis
currentlydoing.Afterthat,overallcompanywideobjectivesareset.Fi
nally,majorprogramsthat
aretobeimplementedandresourceallocationsaredevelopedindetail.
Followthroughwillbemuchmorelikelyiftheparticipantsseethesede
cisionsasbeingthebest
thatcouldbemade,thattheyarefeasibleyetchallengingtoachieve,tha
tthatthereissome
urgencyingettingthemimplemented,andthattheywouldresultinastr
ongerandmorecompeti-
tivecompany.Focusingonasmallsetofobjectivesincreas esthechanc
esofthembeingattained
andlessensthelikelihoodofconflictbetweenobjectivesthatmightoc
37. evencauseonebundlethatwasgoingtobeconsideredbythegrouptobe
discarded.
Choose the Best Bundle
Selectasubsetoffivetosixrelevantcriteria.Evaluatethebundlesonea
chcriterion.Theentire
groupofparticipantsshouldreachconsensusthatwhicheverbundleis
finallyselectedreallyisthe
bestoneinthecircumstancesandbeabletoexplainwhy.Ultimately,ev
eryoneshouldunderstand
thatthisishowthecompanywillcompeteoverthenextthreetofiveyear
s.
Set Companywide Objectives
Asdiscussedearlier,thisisathree-
stepprocess.Dependingonthepreferredkeyindicator,suchas
revenues,NIAT,marketshare,andD/Eratio,thecompanyneedssimpl
ytoanswerthequestion,
“Howfardowewanttogothisnextyearandineachofthenexttwoyearst
owardimplementing
thechosenstrategicbundle?”Itwilldependonthefirm’scurrentresou
rcesandthoseitcould
additionallyaccess,aswellasthenatureofthechosenstrategies.Inadd
ition,itwilldependon
whetherthecompetitiveenvironmentisbecomingmoredifficultoran
yotherthreatsareloom-
ing.Basedonhowthecompanyhasbeendoingintherecentpast,theobj
ectivesshouldbeset
atachallenginglyhighlevelwhilestillbeingachievable.Mostimport
antly,thosewhomustbe
accountableforachievingtheseobjectivesshouldagreetothelevelat
whichtheyareset,and
thatlevelshouldbechallenging.
Ofcourse,themodelassumesaparticipativewayofsettingobjecti ves;
someCEOsstillreserve
38. therighttodothisontheirown.However,awiseCEOknowsthatwhen
managerschargedwith
implementingastrategysettheirownobjectives,theyaremorelikelyt
oachievethem.
Digital Vision/Photodisc/Thinkstock
After completing a situation analysis, each manager or gate-
keeper should make a brief 30-minute presentation on his or
her particular category.
CHAPTER 9Section 9.4 Managing the Strategic-Planning
Process
Design Major Programs and Contingencies
Someofthesemajorprogramsareincludedinthechose nbundle,while
othersmayneedtobe
added.Itisthislistofprogramsthatwillguidethecreationoftheoperati
onalplans.“Contingen-
cies”hererefertothetrigger/contingencypairsthatwerediscussedin
Section7.4.
Prepare Detailed Operational
Objectives and Plans
Thisisoneofthemorecomplexsteps
intheprocess,buttherearemany
ways to create operational plans.
Giventhecompanywideobjectives
and major programs already iden-
tified, the directors of functional
units (e.g., marketing, production,
finance) and other support units
(e.g.,materialslab,purchasing)take
theseasmandatestotheirrespec-
39. tive staff and get them to gener-
atedetailedoperationalplansthat
would contribute to achieving the
objectivesandchosenbundle(busi-
nessmodel).Ataminimum,these
plansshouldincludethefollowing:
• Atimelineofspecifictaskstheunitwillundertakeduringtheyear
• Aproposedbudgettoaccomplishthembytaskandmonth
•
Specificdetailsastowhowillbeparticipatingintheseactivitiesand,in
particular,the
personwhowillberesponsibleforeachactivity
•
Alistofadditionalresources,humanandmaterial,thatwillberequired
tocompletethe
proposedtasks
Perform a Final Check
Oncetheseplanshavebeendrafted,theyshouldbereviewedbytopman
agementand/orthe
director of strategic planning to check their feasibility, verify
that the requested budgets do
notexceedavailablefunds,andconfirmthatcompletingalltheplanne
dactivitieswill,infact,
achievetheoverallobjectivesforthecompany.Thismixtureoftop-
downandbottom-upplanning
mayhavetoendureoneormoreiterationsbeforetheoperationalplansa
ndbudgetsarefinally
approved.Forthisreason,besuretoallowenoughtimetocompletethis
processproperlyand
breakitdownintocomponentsasshowninthatfigure.
Assess the Process
40. Thosewhoparticipatedinthestrategic-
planningprocessshouldbeaskedtocompleteadetailed
questionnaireabouthowwelltheprocesswentandthequalityofthede
cisionsmade.Thefollow-
ingsectiondiscussesmeasuresforimprovingtheprocess.
Dmitriy Shironosov/iStockphoto/Thinkstock
One of the more complex steps in the analysis is preparing a
detailed account of your operational objectives and plans.
CHAPTER 9Section 9.5 Improving the Strategic-Planning
Process
9.5 ImprovingtheStrategic-PlanningProcess
Strategicplanningis,atitsheart,a
processforarrivingatstrategicdecisionsandachieving
somepurpose.However,unlikeotherprocesses,theoutputisnotwi dg
ets;itisnothingless
thanthefutureofthecompany.Assumingthatimprovingtheprocessw
illimprovethequal-
ityofstrategicdecisionmakinginthefuture,itshouldbereviewedever
yyeartoseewhere
improvementsmightbemade.Suchareviewshouldincludeeveryaspe
ctoftheprocess—the
quality and adequacy of the data and analyses, whether enough
expertise was at hand or
applied,thequalityandextentofthediscussions,thedegreetowhichm
entalmodelswere
changedandunified,whetherthekeystrategicissueswereproperlyid
entifiedandwellunder-
stood,andsoon.
Questions for Improving the Process
41. The following questions should help in assessing the strategic-
planning process and making
improvementsforthefollowingyear.
Situation Analysis
1.
Weresufficientdatacollectedforvariouspartsofthesituationanalysi
s?Ifnot,which
particularpartswereshortchanged?
2.
Wasenoughtimeallowedfordatacollection?Wherewouldmoretime
allowedhave
beenbeneficial?
3.
Wasenoughanalysisperformedonthedata?Ifnot,wherewouldmorea
nalysishave
beenbeneficial?
4.
Werecrediblesourcesusedfordataandforecasts?Ifnot,forwhichkin
dsofdatawere
theynotcredible?
5.
Forthoseanalysesthatusedsubjectiveestimates,wasthereconsensus
astohowthose
analysesturnedout?Whereparticularlydidthesubjectivityaffectthe
credibilityoftheana-
lyticfindings?Weretheopinionsofsomepeoplegivenundueweighto
verthoseofothers?
6.
Wouldtheuseofoutsideexpertshaveimprovedanypartofthesituatio
45. Some General Questions
21.Didthewholeprocesstaketoolong?Why?
Wherecouldithavebeenshortened?
22.Didtheprocesssticktotheoriginalschedule?
Ifnot,wherediditdeviate?Mightthesched-
ulehavebeenunrealistic?
23. Iftheprocessdidnotkeeptotheoriginal
schedule,werethereanyadverseeffects?
Richard Hobson/iStockphoto/Thinkstock
After putting together your situation
analysis, you should distribute a question-
naire to your employees to help you better
assess the strategic-planning process.
CHAPTER 9Section 9.6 Assessing the Strategic-Planning
Process
24.Whatlessonswerelearnedabouttheprocessthisyearthatmightbep
uttogooduse
nextyear?
25.Hasthecompany’sknowledgeofstrategicplanningincreased?Ho
wdoyouknow?Ifnot,
whynot?
26.Waseveryonewhoparticipatedintheprocesssubstantially“onthe
samepage,”ordid
theprocessconcludewithanumberofpeopleinsignificantdisagreem
ent?Ifthelatter,
50. For every different strategy and business model contemplated,
someone in the organization
shouldassessitscosts,feasibility,benefits,andrisksonanongoingba
sis.Theresultsofsuch
assessmentsplaydirectlyintothestrategic-decision-
makingprocess.Exceptwhenthefirmneeds
toactimmediatelybecausethedecisionjustwon’twait,theinformatio
ncanwaituntiltheannual
strategic-planningprocesscomesaround.
4. Having a Strategic Vision
Everyorganizationthatwantstoendures houldhaveastrategicdirecti
onandstrivetobecomesome-
thing.Succeedingismorelikelyifthereisaclearvisionandifeveryone
knowswhatitisandismoti-
vatedtohelptheorganizationgetthere.Visionsshouldberealistic(ac
hievablewithinasettimeframe,
5 or 10 years is typical), concise,
inspirational,andmemorable.They
sometimes include a value state-
ment, although listing values sepa-
ratelyismorecommon(Section2.1).
The real benefit of a clear vision
statementistogeteveryoneinthe
organizationonboardandwanting
toachieveit;andthoughcumber-
some,everyoneintheorganization
shouldalsohavehadahandincre-
ating it or at least providing feed-
backbeforeitisadopted.Assoonas
theorganizationisclosetoachiev-
ingitsvision,itshouldbechanged,
being careful to go through the
sameprocessofgettingbuy-infrom
51. everyonebeforeadoption.
5. Choosing the Best Strategy from Among Viable Alternatives
Choosingfromthebestoptionsavailableisabenefit,asitallowspeopl
etotrustthedecisionthatwas
madeandhavefaithinthedirectionthecompanyisheaded.Thisisbene
ficialonlyifthestrategic
planningprocessgenerategoodviablealternativesandadecisionproc
essforselectingthebestone.
Havingsaidthat,sucha“beststrategy”doesn’tguaranteesuccess.Itm
ustbewellexecutedfor
thefirmtosucceed.Itismucheasierto“sell”thestrategydownthelinei
nacompanyandmoti-
vateahighlevelofexecutionifpeopleknowwhyitisthebestfromamon
gtheoptionsconsidered.
6. A Constantly Improving Strategic-Planning Process
Thebenefitofimprovingtheprocessshouldbeclear:betterstrategicd
ecisionmaking.Thismight
entailinvolvingdifferentpeople,gettingbetterinformation,stimulat
ingmorespiriteddiscussions
Helder Almeida/iStockphoto/Thinkstock
Your strategic vision should be realistic, achievable within a
specified time frame, inspirational, concise, and memorable.
CHAPTER 9Section 9.6 Assessing the Strategic-Planning
Process
andencouragingdiverseviews,orevenusingcomputersoftwaretoinc
ludeinputsfromeveryone
quickly(Warden&Russell,2001).Withoutthoughtfulannualimprov
52. ements,anorganizationis
likelytoallowitsstrategicplanningtobecomearoteexercis ethatistak
enlessseriouslyandone
thatparticipants,forthoseveryreasons,resistwantingtoparticipatei
n.
7. Having the Board of Directors on the Same Page
Forpubliccorporationsandnonprofits —
andquiteafewbutnotallprivatelyheldcompanies —it
isimperativetoensurethattheboardofdirectorsapprovesofallstrateg
icdecisionsbeforeany
movetoimplementthemismade.Infact,thereareinstanceswherethes
trategicdecisioncomes
fromtheboard,asinresistingatakeoverbidordecidingtoacquireanot
hercompany.Inthetypi-
calcasewherestrategicplanningisdonebyatop-
managementorstrategic-planningteam,there
hastobesomemechanismfortheboardtobekeptapprisedoftheproces
s.In2005,manage-
mentconsultingfirmMcKinsey&Co.polledover1,000directorsandd
iscoveredthatstrategy
coordinationbetweentheCEOandtheboardwasthenumber-
onecauseforthesuccessorfailure
ofCEOappointments(Felton&KeenanFritz,2005).Insomecompani
es,theCEOisalsochairman
oftheboard,andsoautomaticallyservesasthedesiredlink.
Boardsofdirectorsmayhaveastrategic-
planningcommitteewhosechairwouldattendthemeet-
ingsofthemanagementgroupandkeeptheboardinformed.Thebenefi
t,ofcourse,isknowing
thatthestrategicdecisionsmadeareinthebestinterestsofthestockhol
dersinthecaseofapub-
liccorporationorthesponsorsandclientsinthecaseofanonprofitorga
nization.Ultimatelyitis
theboardthathasresponsibilityforthestrategicdirectionoftheorgani
53. zation.
8. Becoming a Stronger Competitor
If strategic planning is done well and the strategy properly
executed, then the company will
becomeastrongercompetitor.This,ofcourse,istheprincipalbenefitf
ordoingstrategicplanning
inthefirstplace.Manythingshavetocontributeforthisbenefittoberea
lized.Forexample:
• Knowinghowyourindustryandmarketsarechanging
• Anticipatingandmeetingcustomers’needs
• Gettingmorecustomerstobuyyourproductorservice
• Creatingorimprovingacorecompetence
• Knowingwhatyourcompetitorsareuptoandoutdoingthem
• Defendingone’spositionagainstattackfromcompetitors
• Lookingfor“blueoceans”ormonopolieswith nocompetitors
•
Lookingforopportunitiestodisrupttheindustrybeforesomeoneelse
does
• Cultivatingastrongbrandandstayingtruetoit
Managementknowsthatthecompanyisastrongercompetitorifitachi
evesgainsinrevenuesand
marketshare,andmaintainshighbrandequity,orachievesotherestabl
ishedmeasuresofsuccess
thecompanyholdsdear.
9. Having an Adaptive and Innovative Culture
Whenacompanyhasbeenfollowingthesamestrategyforsometime,th
ecultureadaptsto
thatstrategyandgetsittowork.However,ifsomemajorchangeisdeem
ednecessary,suchas
54. CHAPTER 9Section 9.6 Assessing the Strategic-Planning
Process
pursuinganewstrategyoradoptinganewtec hnologyormanufacturin
gprocess,andtheculture
remainswhatitalwayswas,thenthechangewillnotsucceed.Amismat
chedcultureisoneof
theprincipalreasonswhychangesandnewstrategiesfail,anditiswide
lyacknowledgedthatit
isdifficulttochangeaculture.Thereasonthatitisdifficul tisthatchang
eimposedfromabove
resultsinalotofresistance.Manycompaniesinthispredicamentresor
ttowholesalechangesin
personneltochangetheculture.
Withanadaptiveculture,thatdra-
conian measure is not necessary.
An adaptive culture is one that is
willing to change if the reason for
doingsomakessense.Itisaculture
that values open communication,
education, teamwork, and individ-
ual initiative.Companiesthathave
adaptive cultures make the neces-
sarychangesovertimeandsucceed.
Aninnovativeculturedoesnotsim-
ply encourage innovation and new
ideas and look for the next “big
thing.” It also puts a high value on
learning from mistakes and giving
peoplepermissiontomakemistakes.
Innovative cultures encourage the
sharingofexperiencesanddevelop-
ingideasnomattertheirsource.Two
of the best examples of innovative
56. Apple Computer’s culture encourages innovation and new
ideas to look for the “next big thing.” Apple values learning
from mistakes, sharing experiences, and developing ideas, no
matter what the source.
CHAPTER 9Section 9.7 Raynor’s Strategy Paradox
9.7 Raynor’sStrategyParadox
AccordingtoMichaelE.Raynor,sometraditionalstrategic-
analysistoolsthathavebeentaughtfor
yearsandareinwidespreaduse(includingsomediscussedinearlierch
apters)arepasséandcould
evenbecounterproductive.HespecificallyidentifiesMichaelPorter’
sfindingthatacommitment
tocompetitivestrategyisthesinglemostimportantingredientofanypl
an(Porter,1980),and
GaryHamelandC.K.Prahalad’s(1994)revelationofthepowerofacor
ecompetence.
Thesemanagementtoolsare,infact,powerfulonlyifonecanpredictaf
uturediscontinuitywith
somecertainty,whichnoonecan,especiallyinanunstableeconomiccl
imateorinanenviron-
mentofconstantchangeandtechnologicalinnovation.Forexample,c
onsideracompanysuchas
Mozilla,whichreliesonopen-
sourcedevelopmentforitsflagshipproduct,theFirefoxbrowser.
Oldermodelsofforecastingthefutureandstrategicallyplanningwitht
hoseforecastsinmind
simplywon’tworkforanorganizationalmodelsuchasthis.
Theargumentisthatthecommitmentittakesinfinancialresourcesand
organizationaladaptation
67. realized strategy Acombinationofdeliberate
andemergentstrategies.Alsoknownasan
umbrellastrategy.
unrealized strategy Afailedstrategy.
Operational and
Budget Planning
Learning Objectives
By the time you have completed this chapter, you should be able
to do the following:
•
Understandthedifferencesbetweenoperationalandbudgetplanning.
• Learnwhatdoingsuchplanningentailsandwhyitmustbedone.
•
Appreciatebroaderoperationalissuessuchassystemsandsystemsthi
nking,informationsystems,building
consensus,andtheroleofpolicies.
•
Understandwhoisinvolvedinoperationalplanningandissuesinvolv
edingettingitdonebeforethestart
ofthenewfiscalyear.
8
Fuse/Thinkstock
CHAPTER 8Section 8.1 Some Broad Operational Issues
68. ChapterOutline
8.1 SomeBroadOperationalIssues
8.2 OperationalPlanning
8.3 BudgetPlanning
8.4 ParticipationinOperationalPlanning
8.5 GettingItDoneinTime
Nostrategyisusefulunlessitcanbeimplemented,andnostrate gycanb
eimplementedwithany
degreeofsuccesswithoutdoingoperationalandbudgetplanning.This
chapterexplainshowto
dosuchplanning,whyit’simportant,andotherimportantprocessissu
es.
8.1 SomeBroadOperationalIssues
Someaspectsofoperationalplanningaremoreencompassingthanjust
planningprograms,projects,
andtasksforpeopletodo.Theseincludesystemsandsystemsthinking,
management-information
systems, ensuring participation in the operational-
planningprocess,andtheneedforconsensusindeci-
sionmaking.Notonlyaretheymoreencompassingbut
alsoaredeterminantsofeffectivestrategyexecution
andshouldthereforebetakenintoaccount.
Systems and Systems Thinking
Almosteverythingintheworldandevenbeyondisa
system—fromthegalacticsolarsystemofwhichweare
aparttothehumanbody,whichhasmanysubsystems
74. An information management system must
be tailored to the needs of the decision
makers it serves. The usefulness of the
data depends on its timeliness, quality,
completeness, and relevance.
CHAPTER 8Section 8.1 Some Broad Operational Issues
wheretheMISisbuiltondatathatcanbeeasilycollectedandstoredthat
peoplethinkwillbe
usefulforvariousdecision-makers(Mason&Hofflander,1972).
Predictive information systems permit decision-makers to draw
inferences and make pre-
dictions from the data. Asking the system “what if” questions
given certain assumptions
getsaresponseintheveinof“ifthatweredone,thenthisiswhatcanbeex
pectedtooccur.”
The system cannot evaluate the outcome, just provide the
information. A financial-plan-
ning-simulation model is a good example; other examples are
not even computer-based
but nonetheless function as a predictive information system,
like a market-research group
that analyzes data and answers decision-makers’ questions
(Mason & Hofflander, 1972).
Amoreadvancedtypeofinformationsystemisadecision-making
system,whichembodiesthe
organization’scriteriaforchoiceandactuallymakesdecisionsonwhi
chtheorganizationcanrely
andact.Alinear-
programmodelforoptimizingdistributionroutestominimizecostsan
76. Service
Manufacturing
Performance
MRP II
Implementation
Figure 8.1: Overview of MRP II
Source: Adapted from Gunasekaran et al. (2000).
CHAPTER 8Section 8.1 Some Broad Operational Issues
materials (Figure 8.1). MRP and
MRPII systems draw on a master-
production schedule, which is a
breakdown of specific plans for
each product on a line. While
MRP coordinates the purchase of
raw-materials, MRPII generates a
comprehensive production sched-
ule that takes into consideration
machine and labor capacity and
coordinates production runs with
the arrival of materials. An MRPII
outputisafinallaborandmachine
schedule(Monk&Wagner,2006).
ERPisaprocessthataimstocon-
solidateacompany’sdepartments
andoperationsintoonecomputer
system that serves each depart-
ment’s individual needs (see Fig-
85. The Role of Policies
Apolicyisacompanydirectivedesignedtoguidethe
thinking,decisions,andactionsofmanagersandtheir
subordinates(Pearce&Robinson,2005).Policiesplay
severalrolesandserveseveralpurposes.First,itsaves
highermanagementfromwastingtimemakingdeci-
sionsthatcouldbeaswellhandledlowerdownthe
hierarchy. Second, it empowers people lower in the
organization to make those decisions, often where
theyshouldbemade.Third,theyaddressissuesthat
cropupfrequently,sotheamountoftimesavediscon-
siderable.Finally,thedecisionsthemselvescouldsave
thecompanymoneyby,forexample,limitingthekinds
ofservicesoffered(“Sorry,sir,ourpolicyisto. . .”).
Inaddition,policies
• establish indirect control over independent
actionimmediately;
• promoteuniformhandlingofsimilaractivities;
• ensurequickerdecisionsthroughusingstan-
dardizedanswers;
• institutionalizebasicaspectsoforganizational
92. sticktothepolicyandrisklosingacustomerormakeanexception?
CHAPTER 8Section 8.2 Operational Planning
marketresearch.Productionobjec-
tivescouldbebuiltaroundissuesof
throughput,quality,cost-reduction,
andevenoutsourcing.
Thedirectivesthengototheactual
operating units that must meet
those objectives—the sales super-
visors or actual sales force for a
smaller company, the advertising
department,marketresearch,pro-
ductionorplantoperations,quality
control,andsoon.Theirchallenge
istodecidewhatmustbedoneto
meetthatobjectivebytheendof
thefiscalyear.Thismaymeancon-
tinuingtodowhattheyhavealready
been doing, changing what they
havebeendoing,orevenchanging
95. objectives
Review functional
plans and adjustments
made to match
available resources
Set unit objectives,
activities, budgets,
and accountabilities
Negotiate adjustments
to plans to match
allocated budget
Consolidate
functional plans
and budgets
Final
approval