The document outlines a project to embed business, clinical, and educational (BCE) values through business process improvement and internal engagement. The project methodology involves interviews and self-evaluation workshops to understand how core business functions support BCE operations and identify areas for improvement. The outcomes include an info kit, self-evaluation workbook, and facilitation for other institutions to conduct similar reviews.
This document discusses relationship management in higher education institutions and further education colleges. It provides context on the JISC Relationship Management Programme and outlines some of the key processes involved, including using a Self Analysis Framework to assess an institution's current approach and needs. It also discusses challenges like ensuring clean data and ongoing staff training. Examples of specific relationship management projects are presented, along with potential pitfalls to avoid. The document emphasizes that relationship management requires an ongoing, strategic approach.
This document outlines the objectives and findings of a project aimed at improving business processes to better embed business, continuing and executive education (BCE) operations within institutions. The project involved partners from 5 institutions and had the objectives of identifying key processes, producing case studies of different integration models, devising change plans, and producing guidance on business process improvement and internal engagement. Key findings included the need for central coordination, issues around intellectual property and flexibility, and a lack of differentiation between core IT services and those for BCE. The document provides an overview of the project's structure and activities.
1. The document discusses the differences between managing a project and leading a project, with managing involving tasks like planning and monitoring while leading involves coping with change and providing direction.
2. It also discusses the importance of managing stakeholders and building relationships with them by exchanging favors and resources. Different stakeholders have different priorities and influences.
3. Effective project managers build social networks, initiate contact with key players, and provide encouragement to resolve conflicts and ensure cooperation across the project team and stakeholders.
The document analyzes the current process for managing architectural decisions (ADs) at an industry partner. It identifies areas for improvement, such as ensuring ADs are documented in a central location using an enforced model and are easily retrievable. It also notes ADs should be easy to communicate and learn from through active/passive feedback. The authors propose an enhanced, process-oriented approach to AD management that formalizes the informal learning currently taking place.
The Institutional Research Office provides leadership by identifying needed data, facilitating data standards, and providing research services. It collects and makes available institutional data to support planning and decision making. The office aims for objectivity, customer service, and innovation. Being a leader in understanding allows the college to know itself better, proactively evolve, and improve results through ongoing assessment and adjustment.
The document discusses partnering, outsourcing project work, strategies for communicating with outsourcers, preproject activities to set the stage for successful partnering, project implementation to sustain collaborative relationships, project completion and celebration of success, why partnering efforts fail, advantages of long-term partnerships, the art of negotiating, managing customer relations, and key terms.
Cindy Sachar has over 12 years of experience in business fields including telecommunications, staffing, government services, and startups. She offers expertise in areas such as process optimization, change management, training, project management, deployment, and facilitation. Her skills would benefit the World Vision project through establishing processes, managing change, developing training plans, tracking project progress, planning deployments, and facilitating discussions.
The document outlines a project to embed business, clinical, and educational (BCE) values through business process improvement and internal engagement. The project methodology involves interviews and self-evaluation workshops to understand how core business functions support BCE operations and identify areas for improvement. The outcomes include an info kit, self-evaluation workbook, and facilitation for other institutions to conduct similar reviews.
This document discusses relationship management in higher education institutions and further education colleges. It provides context on the JISC Relationship Management Programme and outlines some of the key processes involved, including using a Self Analysis Framework to assess an institution's current approach and needs. It also discusses challenges like ensuring clean data and ongoing staff training. Examples of specific relationship management projects are presented, along with potential pitfalls to avoid. The document emphasizes that relationship management requires an ongoing, strategic approach.
This document outlines the objectives and findings of a project aimed at improving business processes to better embed business, continuing and executive education (BCE) operations within institutions. The project involved partners from 5 institutions and had the objectives of identifying key processes, producing case studies of different integration models, devising change plans, and producing guidance on business process improvement and internal engagement. Key findings included the need for central coordination, issues around intellectual property and flexibility, and a lack of differentiation between core IT services and those for BCE. The document provides an overview of the project's structure and activities.
1. The document discusses the differences between managing a project and leading a project, with managing involving tasks like planning and monitoring while leading involves coping with change and providing direction.
2. It also discusses the importance of managing stakeholders and building relationships with them by exchanging favors and resources. Different stakeholders have different priorities and influences.
3. Effective project managers build social networks, initiate contact with key players, and provide encouragement to resolve conflicts and ensure cooperation across the project team and stakeholders.
The document analyzes the current process for managing architectural decisions (ADs) at an industry partner. It identifies areas for improvement, such as ensuring ADs are documented in a central location using an enforced model and are easily retrievable. It also notes ADs should be easy to communicate and learn from through active/passive feedback. The authors propose an enhanced, process-oriented approach to AD management that formalizes the informal learning currently taking place.
The Institutional Research Office provides leadership by identifying needed data, facilitating data standards, and providing research services. It collects and makes available institutional data to support planning and decision making. The office aims for objectivity, customer service, and innovation. Being a leader in understanding allows the college to know itself better, proactively evolve, and improve results through ongoing assessment and adjustment.
The document discusses partnering, outsourcing project work, strategies for communicating with outsourcers, preproject activities to set the stage for successful partnering, project implementation to sustain collaborative relationships, project completion and celebration of success, why partnering efforts fail, advantages of long-term partnerships, the art of negotiating, managing customer relations, and key terms.
Cindy Sachar has over 12 years of experience in business fields including telecommunications, staffing, government services, and startups. She offers expertise in areas such as process optimization, change management, training, project management, deployment, and facilitation. Her skills would benefit the World Vision project through establishing processes, managing change, developing training plans, tracking project progress, planning deployments, and facilitating discussions.
The document discusses fostering synergy between programs and facilities departments at UW-Whitewater. It outlines stereotypes between the two groups, differences in their cultures and perspectives, and keys to developing positive collaboration such as communication, understanding multiple viewpoints, establishing common language and agreed expectations, and creating accountability mechanisms. The document also describes UW-Whitewater's history with the two departments and a programming agreement developed to formally establish relationships and expectations between stakeholders to improve coordination.
This document summarizes a master's thesis that examines project-level key performance indicators (KPIs) for construction projects. The thesis introduces the research topic and question, which aims to identify the appropriate set of KPIs for scope, time, and cost management and how they can be applied to construction projects. It then reviews relevant literature on performance measurement, KPIs, project success factors, and project management knowledge areas. The research methodology section describes a case study approach involving interviews with industry professionals. Findings indicate support for the theoretical frameworks but a need for simple, measurable KPIs focused on time and cost management. The conclusion presents a preliminary tool mapping KPIs to knowledge areas and discusses implications for project managers.
This document summarizes a stakeholder engagement focus group meeting held by APM People SIG on March 21st, 2017. The meeting agenda included a discussion on why stakeholder engagement should be a higher priority for project managers, and a presentation of resources being developed for a stakeholder engagement website. These resources include case studies of engagement challenges, patterns of ineffective engagement, and tools/techniques for mapping stakeholders and managing communications. Meeting attendees were encouraged to contribute their experiences to help other project managers improve their stakeholder engagement.
The document outlines the steps for defining a project scope and structure. It discusses defining the project scope, establishing priorities, creating a work breakdown structure (WBS), integrating the WBS with the organizational structure, and coding the WBS for an information system. The WBS is a hierarchical outline that breaks down the project deliverables and work elements. It helps manage the project plan, schedule, budget and assign responsibilities.
This job description is for an IT Infrastructure Project Manager. The ideal candidate should have independently managed large projects and programs, handled client management and led project migrations. They should have experience managing teams of project managers and analyzing risks. The role requires knowledge of project management tools like MS Project and Excel as well as experience delivering technology projects involving implementation, tools, or system integration. Key responsibilities include planning, supervising, and controlling multiple large-scale projects while managing expectations and issues.
1. The document discusses the differences between outputs and outcomes in economics. Outputs refer to goods and services produced, while outcomes refer to the intended and unintended effects of those outputs.
2. Outputs are the immediate results of project activities, like constructing a school building. Outcomes occur later and refer to changes in behavior or conditions, like more children attending classes as a result of the new school.
3. While outputs are tangible deliverables, outcomes represent changes in institutional arrangements, behaviors, or attitudes that are hoped to occur due to project interventions. Outcomes are indicators of whether project goals were achieved.
Part of my work over the past year has been embedding ST into local Government, which I have successfully achieved using my LAST Method (Lean Agile Systems Thinking Method). By using the LAST Method I have been able to breakthrough many barriers (including my own) and demonstrated sustainable delivery and benefits realization.
Downloadable Slide Presentation from the Leveraging Innovation Centers of Exc...Think For A Change
The document discusses the concept of an "Innovation Center of Excellence" (ICE) to help organizations better manage innovation. An ICE would be a dedicated team focused on developing, deploying, and maintaining innovation processes, tools, and culture. It would serve as an expert resource, provide training, and act as a liaison to help embed innovation practices across an organization. Setting up an ICE aims to address common pain points around managing innovation and could yield benefits like increased revenue, reduced costs, and better strategy alignment, though some barriers would need to be overcome.
The document discusses Agile principles and practices, including:
- The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, contract negotiation, and following a plan.
- Agile aims to increase business value through time-to-market reductions, quality improvements, and productivity gains while reducing costs and increasing predictability.
- The seven fundamental Agile practices are: charter, stakeholder involvement, collaboration, iteration, testing, prioritization, and reflection/adaptation.
- An Agile leader needs to get things done by being innovative, strategic, and tactical while working through others with excitement, empathy, and consensus.
The document discusses building a project management office (PMO) from scratch. It begins by defining what a PMO is and listing common PMO functions like portfolio management, strategic planning, and knowledge management. It then discusses how Cisco built its PMO by first identifying organizational needs like standardized processes, project prioritization, and communication. Goals and functions for the PMO were then defined to increase productivity through coordinated project management. The concept was a overseeing body that develops processes to support project managers. Finally, the document outlines keys to a vital PMO like having executive support, clarity of role, project alignment, supporting project managers, and continuous improvement.
Intranets with benefits: A practical framework for benefits realisationFelicity Brown
This document discusses the benefits management framework used for VicRoads' intranet redevelopment project. It introduced benefits management as identifying, defining, tracking, realizing, and optimizing benefits to deliver the strategic objectives of the organization. The framework aligned project objectives to VicRoads' strategic goals of customers & community, journeys, wellbeing, and productivity. Metrics like user satisfaction, content, costs, and uptime were used to track benefits. Lessons included having accountability for measures, setting targets, informing future phases, and aligning with change management. The framework provided success promotion and focus, though benefits management requires resources and flexibility.
This position is responsible for supporting product management through intelligence gathering, documentation, and defining product vision. Key responsibilities include customer needs analysis, product performance monitoring and tracking, and contributing to new product design.
The ideal candidate has a business, economics, or marketing degree with 3-5 years of product management experience. Financial industry experience is preferred. Strong analytical and communication skills are required to manage priorities, present products, and write documentation.
Duties involve researching market trends, monitoring existing products, analyzing opportunities for product enhancements, and developing requirements and business cases for new products.
Dave Sculley _ Higher Education Software Systems & Business Process ConsultingDavid Sculley
This document introduces David P. Sculley as an expert consultant for higher education institutions facing challenges selecting and implementing new enterprise applications and significant business process changes. It lists his extensive experience in higher education systems deployment, software consulting, group facilitation, change management, and project management. The document invites the reader to contact Sculley for guidance on how he can help institutions navigate these challenges through his expertise in requirements gathering, RFP development, implementation planning, vendor management, and stakeholder communications.
One paragraph identifies the applicant as Brij B. Singh and their expertise in grant writing. A second paragraph establishes their credibility through experience providing defensive driving training programs. A third paragraph describes the problem of unsafe driving among youth in the local community. A fourth paragraph outlines the objective to address this issue by providing defensive driving skills courses to 25 high school students per month. A fifth paragraph explains the methodology as developing and presenting the training courses to students and assessing their skills improvement over time.
(2006) Building a Pyramid: Working Towards an Integrated IdentityDevendra Shrikhande
(January 2006) A perspective on the process of integration for marketing and communications. Covered the mechanics and basic rules to deliver long term value.
The document discusses Agile Software Development (ASD), a software methodology proposed by Jim Highsmith. ASD focuses on human collaboration and team self-organization. It incorporates three phases - speculation, collaboration, and learning. In the speculation phase, initial planning is done to define release cycles. In the collaboration phase, teams work jointly to produce results and share knowledge. In the learning phase, teams constantly enhance their knowledge through reviews and retrospectives to learn from iterations and adapt plans accordingly.
The people factor in contracts and procurement
People Power Projects & Strategy - A Call To Action
Thursday 16th June 2016
presented by Barry Trebes Consulting Limited
Kathleen Gentile is applying for a position and highlights her relevant skills and experience in 3 areas:
1) She has 15 years of management experience and proficient computer skills including Microsoft Office, QuickBooks, and other applications.
2) Her areas of expertise include customer service, human resources, accounting, and marketing. She is also experienced in project coordination.
3) She has a track record of developing strong teams, implementing procedures, managing budgets, and focusing on quality and customer service.
Mary Jo Ziemkowski is a process improvement professional with over 20 years of experience in a major branded company. She has strengths in areas like process development, data analysis, documentation, implementation, and project management. She has experience facilitating meetings, updating dashboards, identifying process improvements, providing trainings, and leading projects that have resulted in substantial savings.
The document discusses Business and Community Engagement (BCE) in higher education institutions. It defines BCE as the strategic management of relationships between academic institutions and external organizations and individuals, with a focus on employer engagement, lifelong learning, knowledge transfer, and public/community engagement. The document argues that for BCE to become "business as usual", its processes need to be deeply embedded throughout institutions and supported by practitioners, management, and support services. It also discusses some emerging themes and issues regarding BCE implementation.
1) The document discusses the importance of capturing evidence from day-to-day activities to demonstrate the outcomes and impact of services, and to inform continuous improvement.
2) It provides examples of different types of evidence that could be collected, from hard data to softer qualitative examples, to illustrate how aims were achieved.
3) An activity system framework is presented as a way to evaluate complex processes by examining how objectives, tools, roles, and communities interact within the context of a service. Evaluation questions are suggested for each element.
The document discusses fostering synergy between programs and facilities departments at UW-Whitewater. It outlines stereotypes between the two groups, differences in their cultures and perspectives, and keys to developing positive collaboration such as communication, understanding multiple viewpoints, establishing common language and agreed expectations, and creating accountability mechanisms. The document also describes UW-Whitewater's history with the two departments and a programming agreement developed to formally establish relationships and expectations between stakeholders to improve coordination.
This document summarizes a master's thesis that examines project-level key performance indicators (KPIs) for construction projects. The thesis introduces the research topic and question, which aims to identify the appropriate set of KPIs for scope, time, and cost management and how they can be applied to construction projects. It then reviews relevant literature on performance measurement, KPIs, project success factors, and project management knowledge areas. The research methodology section describes a case study approach involving interviews with industry professionals. Findings indicate support for the theoretical frameworks but a need for simple, measurable KPIs focused on time and cost management. The conclusion presents a preliminary tool mapping KPIs to knowledge areas and discusses implications for project managers.
This document summarizes a stakeholder engagement focus group meeting held by APM People SIG on March 21st, 2017. The meeting agenda included a discussion on why stakeholder engagement should be a higher priority for project managers, and a presentation of resources being developed for a stakeholder engagement website. These resources include case studies of engagement challenges, patterns of ineffective engagement, and tools/techniques for mapping stakeholders and managing communications. Meeting attendees were encouraged to contribute their experiences to help other project managers improve their stakeholder engagement.
The document outlines the steps for defining a project scope and structure. It discusses defining the project scope, establishing priorities, creating a work breakdown structure (WBS), integrating the WBS with the organizational structure, and coding the WBS for an information system. The WBS is a hierarchical outline that breaks down the project deliverables and work elements. It helps manage the project plan, schedule, budget and assign responsibilities.
This job description is for an IT Infrastructure Project Manager. The ideal candidate should have independently managed large projects and programs, handled client management and led project migrations. They should have experience managing teams of project managers and analyzing risks. The role requires knowledge of project management tools like MS Project and Excel as well as experience delivering technology projects involving implementation, tools, or system integration. Key responsibilities include planning, supervising, and controlling multiple large-scale projects while managing expectations and issues.
1. The document discusses the differences between outputs and outcomes in economics. Outputs refer to goods and services produced, while outcomes refer to the intended and unintended effects of those outputs.
2. Outputs are the immediate results of project activities, like constructing a school building. Outcomes occur later and refer to changes in behavior or conditions, like more children attending classes as a result of the new school.
3. While outputs are tangible deliverables, outcomes represent changes in institutional arrangements, behaviors, or attitudes that are hoped to occur due to project interventions. Outcomes are indicators of whether project goals were achieved.
Part of my work over the past year has been embedding ST into local Government, which I have successfully achieved using my LAST Method (Lean Agile Systems Thinking Method). By using the LAST Method I have been able to breakthrough many barriers (including my own) and demonstrated sustainable delivery and benefits realization.
Downloadable Slide Presentation from the Leveraging Innovation Centers of Exc...Think For A Change
The document discusses the concept of an "Innovation Center of Excellence" (ICE) to help organizations better manage innovation. An ICE would be a dedicated team focused on developing, deploying, and maintaining innovation processes, tools, and culture. It would serve as an expert resource, provide training, and act as a liaison to help embed innovation practices across an organization. Setting up an ICE aims to address common pain points around managing innovation and could yield benefits like increased revenue, reduced costs, and better strategy alignment, though some barriers would need to be overcome.
The document discusses Agile principles and practices, including:
- The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, contract negotiation, and following a plan.
- Agile aims to increase business value through time-to-market reductions, quality improvements, and productivity gains while reducing costs and increasing predictability.
- The seven fundamental Agile practices are: charter, stakeholder involvement, collaboration, iteration, testing, prioritization, and reflection/adaptation.
- An Agile leader needs to get things done by being innovative, strategic, and tactical while working through others with excitement, empathy, and consensus.
The document discusses building a project management office (PMO) from scratch. It begins by defining what a PMO is and listing common PMO functions like portfolio management, strategic planning, and knowledge management. It then discusses how Cisco built its PMO by first identifying organizational needs like standardized processes, project prioritization, and communication. Goals and functions for the PMO were then defined to increase productivity through coordinated project management. The concept was a overseeing body that develops processes to support project managers. Finally, the document outlines keys to a vital PMO like having executive support, clarity of role, project alignment, supporting project managers, and continuous improvement.
Intranets with benefits: A practical framework for benefits realisationFelicity Brown
This document discusses the benefits management framework used for VicRoads' intranet redevelopment project. It introduced benefits management as identifying, defining, tracking, realizing, and optimizing benefits to deliver the strategic objectives of the organization. The framework aligned project objectives to VicRoads' strategic goals of customers & community, journeys, wellbeing, and productivity. Metrics like user satisfaction, content, costs, and uptime were used to track benefits. Lessons included having accountability for measures, setting targets, informing future phases, and aligning with change management. The framework provided success promotion and focus, though benefits management requires resources and flexibility.
This position is responsible for supporting product management through intelligence gathering, documentation, and defining product vision. Key responsibilities include customer needs analysis, product performance monitoring and tracking, and contributing to new product design.
The ideal candidate has a business, economics, or marketing degree with 3-5 years of product management experience. Financial industry experience is preferred. Strong analytical and communication skills are required to manage priorities, present products, and write documentation.
Duties involve researching market trends, monitoring existing products, analyzing opportunities for product enhancements, and developing requirements and business cases for new products.
Dave Sculley _ Higher Education Software Systems & Business Process ConsultingDavid Sculley
This document introduces David P. Sculley as an expert consultant for higher education institutions facing challenges selecting and implementing new enterprise applications and significant business process changes. It lists his extensive experience in higher education systems deployment, software consulting, group facilitation, change management, and project management. The document invites the reader to contact Sculley for guidance on how he can help institutions navigate these challenges through his expertise in requirements gathering, RFP development, implementation planning, vendor management, and stakeholder communications.
One paragraph identifies the applicant as Brij B. Singh and their expertise in grant writing. A second paragraph establishes their credibility through experience providing defensive driving training programs. A third paragraph describes the problem of unsafe driving among youth in the local community. A fourth paragraph outlines the objective to address this issue by providing defensive driving skills courses to 25 high school students per month. A fifth paragraph explains the methodology as developing and presenting the training courses to students and assessing their skills improvement over time.
(2006) Building a Pyramid: Working Towards an Integrated IdentityDevendra Shrikhande
(January 2006) A perspective on the process of integration for marketing and communications. Covered the mechanics and basic rules to deliver long term value.
The document discusses Agile Software Development (ASD), a software methodology proposed by Jim Highsmith. ASD focuses on human collaboration and team self-organization. It incorporates three phases - speculation, collaboration, and learning. In the speculation phase, initial planning is done to define release cycles. In the collaboration phase, teams work jointly to produce results and share knowledge. In the learning phase, teams constantly enhance their knowledge through reviews and retrospectives to learn from iterations and adapt plans accordingly.
The people factor in contracts and procurement
People Power Projects & Strategy - A Call To Action
Thursday 16th June 2016
presented by Barry Trebes Consulting Limited
Kathleen Gentile is applying for a position and highlights her relevant skills and experience in 3 areas:
1) She has 15 years of management experience and proficient computer skills including Microsoft Office, QuickBooks, and other applications.
2) Her areas of expertise include customer service, human resources, accounting, and marketing. She is also experienced in project coordination.
3) She has a track record of developing strong teams, implementing procedures, managing budgets, and focusing on quality and customer service.
Mary Jo Ziemkowski is a process improvement professional with over 20 years of experience in a major branded company. She has strengths in areas like process development, data analysis, documentation, implementation, and project management. She has experience facilitating meetings, updating dashboards, identifying process improvements, providing trainings, and leading projects that have resulted in substantial savings.
The document discusses Business and Community Engagement (BCE) in higher education institutions. It defines BCE as the strategic management of relationships between academic institutions and external organizations and individuals, with a focus on employer engagement, lifelong learning, knowledge transfer, and public/community engagement. The document argues that for BCE to become "business as usual", its processes need to be deeply embedded throughout institutions and supported by practitioners, management, and support services. It also discusses some emerging themes and issues regarding BCE implementation.
1) The document discusses the importance of capturing evidence from day-to-day activities to demonstrate the outcomes and impact of services, and to inform continuous improvement.
2) It provides examples of different types of evidence that could be collected, from hard data to softer qualitative examples, to illustrate how aims were achieved.
3) An activity system framework is presented as a way to evaluate complex processes by examining how objectives, tools, roles, and communities interact within the context of a service. Evaluation questions are suggested for each element.
JISC Collections manages over 130 agreements for online resources, including archives and e-journals. They work to provide access to these resources for UK higher education through managing subscriptions and user definitions. However, there is no standardization in how extended user groups like further education colleges access these resources, with access determined on a case-by-case basis. JISC Collections is developing tools to help libraries determine how to provide access to authorized users and working on projects to help institutions better define user roles to facilitate broader access.
JANET is the national research and education network in the UK. It connects universities, colleges, and research institutions. The document discusses JANET's policies on who can connect to the network, what acceptable uses of the network are, and proposes simplifying the regulatory framework to allow business and community engagement activities to be treated the same as teaching and research. It also outlines the consultation process for gathering feedback and finalizing any changes to policies.
The document discusses a meeting about Business and Community Engagement (BCE) hosted by JISC Advance. The agenda includes welcome/introductions, presentations on how JISC Advance currently supports BCE and how BCE may become "business as usual" for academic institutions. A parallel session will focus on advisory services and key questions for Regional Support Centres. The goal is to recognize how current work supports BCE and demonstrate the impact of services on partner communities. For BCE to become routine, institutions must embed engagement processes throughout and provide practitioners with necessary skills/support to seamlessly integrate new activities.
Is your institution struggling to develop an easy-to-communicate economic development strategy? Do you have metrics that demonstrate the success of your initiatives? This session will provide an overview of the Balanced Scorecard approach to strategic planning for university economic development, which emphasizes performance metrics and allows universities to communicate their entire strategic plan on a single, poster-sized strategy map. We will examine metrics being used by research universities, universities with entrepreneurial programs, and community colleges across a range of economic development objectives. We will close with a practical, interactive exercise that will allow participants to begin developing their own Balanced Scorecard.
Felix DiCamillo, Director of Business Development, The Rochester Group
Maureen Klovers, President and CEO, Lyon Park Associates
How to improve and map performance metrics to your organization's strategic plan. Results? Higher impact, better communications, and more business success
This document discusses approaches to measuring social impact and outcomes. It emphasizes the importance of:
1) Understanding the full story and theory of change behind social initiatives, not just counting outputs.
2) Engaging stakeholders in identifying objectives and indicators to measure performance and impacts on people, the economy and environment.
3) Using measurement as an ongoing process of learning, improvement and accountability rather than just reporting, through tools like social accounting, balanced scorecards and impact mapping.
The document discusses various business process improvement (BPI) tools and techniques that can be used to analyze, measure, and enhance business processes. It describes tools like process modeling, check sheets, surveys, interviews, brainstorming, and the nominal group technique. Process improvement aims to reduce costs, improve efficiency, enhance quality, and reduce cycle times through methods for analyzing "as-is" processes, defining opportunities, and designing improved "to-be" processes.
Blooming analytics! The germination of a new Jisc/HESA service for data-drive...Jisc
Facilitators:
Myles Danson, product owner – business intelligence, Jisc
Adam Green, senior data and visualisation officer, Jisc
Victoria Atherstone, head of sales and marketing, HESA
Who remembers planting the very first seed in the nurturing eco-system of Jisc Analytics Labs? Four years ago, Jisc, HESA and universities nationwide joined forces to develop interactive, data-derived visualisation dashboards to offer insights to the most prevalent and topical issues facing HEIs through shared intelligence and data expertise.
The seedlings have been cross-pollinated by other additional activity and are now maturing into an array of powerful analytical dashboard suites to help you troubleshoot your most pressing institutional demands.
The document discusses using information and communication technologies (ICT) to improve outcomes monitoring for voluntary and community organizations (VCOs). It provides examples of how ICT can help with collecting, storing, retrieving, and presenting outcomes data. Specific tools mentioned include online surveys, databases, and digital storytelling. The document also discusses developing an ICT system and action plan to capture outcomes data more effectively.
This document provides an overview of technology planning and budgeting for non-profits. It discusses establishing a technology team, creating a technology vision and goals, process mapping current workflows, and developing a preventative budget. Key aspects of the planning process include identifying strategic vs operational goals, prioritizing projects, and considering total cost of ownership versus total value of ownership when budgeting. The document also briefly covers IT basics like backups, documentation, and maintenance, as well as using cloud-based services. The overall message is that technology planning requires analyzing current and desired processes, and developing a budget to support sustainable technology use over time.
Sustaining transformational change requires focusing on sustainability to avoid constantly reinventing projects and address changing funding priorities. Project sustainability means maintaining and enhancing goals/outcomes by embedding them in people through expertise/knowledge, processes through policy/strategy, and tools/resources. Embedding requires considering factors like outputs, innovation, processes, and communities of practice. Sustaining projects involves developing a vision/plan, identifying stakeholders, communicating benefits, and ensuring resources remain accessible over time. Key challenges include identifying outcomes to sustain and gaining support to embed changes institutionally.
This document discusses evaluation and synthesis for the UK OER 2 program. It introduces the evaluation and synthesis framework developed in the pilot phase and discusses identifying evaluation questions and gathering evidence to answer those questions. Key focus areas for evaluation are identified such as approaches to OER release, expertise, cultural issues, and pedagogy/end-use issues. The roles of the evaluation team in supporting projects and collating cross-project evidence are also outlined.
NCVO CES offers consultancy, training and resources to help voluntary organizations improve their evaluation, data collection, and decision making. This increases their knowledge and skills, helping them provide better services that improve people's lives. A theory of change is a tool that describes how and why a particular approach will be effective by mapping short, medium and long-term outcomes. It is useful for planning, communication, fundraising and evaluation. The process involves identifying impacts, outcomes, outputs, objectives and assumptions to create a logical framework for achieving change.
Community engagement - what constitutes successcontentli
This document discusses evaluating community engagement programs. It explains that evaluation involves systematically collecting information about a program's activities and outcomes to track progress, make judgements, and improve effectiveness. For community engagement specifically, evaluation can determine what worked well or not, if engagement met its objectives, and if it enhanced knowledge and decision-making. The document recommends clarifying a program's logic, outcomes, and purpose of evaluation with stakeholders. It also suggests establishing performance indicators and methods for collecting and analyzing information to both manage programs adaptively and use findings.
Using cmmi, itil, and pm bo k to improve proposal operations - brenda crist 6...Lohfeld Consulting Group
The document discusses how proposal professionals can use industry best practices from frameworks like CMMI, ITIL, PMBoK to improve their operations. It recommends analyzing job functions and linking them to relevant practices, such as using PMBoK for risk and cost management, ITIL for knowledge and configuration management, and CMMI for process improvement. Templates, metrics, and standard operating procedures developed following these frameworks can enhance areas like planning, quality, communications and performance management.
Purpose: Apply industry best practices gained from ISO 9001, CMMI, and ITIL to improve your proposal management processes.
ITIL = Information Technology Infrastructure Library
ISO = International Organization for Standardization
CMMI = Capability Maturity Model Integrated
This document discusses creating high-performance teams to manage enterprise projects at the National Education Association (NEA). It outlines assessing current processes and technology, identifying opportunities for improvement, and developing a plan of action. Key aspects of the plan included optimizing infrastructure, improving processes, increasing professional development, and implementing new communication strategies and governance structures to successfully deliver enterprise projects and achieve business goals.
Strategies for Managing Human Centered Design Projects CORE Group
This document discusses taking a design-led approach to prioritize three key things: ensuring a desirable user experience, optimizing operational efficiency, and maximizing operational effectiveness. It describes applying this approach to develop an innovative mobile technology solution called the Care Community Hub to address barriers in health worker motivation by providing knowledge, learning, motivation and communication tools. The solution includes a learning center, point-of-care center, achievement center, staying well center, and planning center, as well as a supervisor dashboard.
Supporting and Enabling External EngagementBCE A&E
The document summarizes a project at Northumbria University that led to opening up the university's strict institutional IT systems. In 2006, Dr. Erik Bohemia wanted to enable global collaboration for design students but the university's IT systems were locked down. Through discussions with the university's Learning Technologies team member Ben Lovett, they started a project to explore using open source web 2.0 tools for international partnerships. This eventually led to a university-wide rollout of open source software and communication tools. The project changed the university by making IT resources more open and collaborative both internally and externally.
The document discusses the background of the University of Stirling and outlines various business and community engagement activities at the university and library. Specifically, it notes that the university focuses on social sciences and humanities, has partnerships with public, voluntary and private sectors, and operates an institutional repository and archives collection. It also describes plans to establish an enterprise zone in the library to connect local businesses with university resources and expertise.
This document summarizes a scoping study on extending access management into business and community engagement. It found benefits for external users to access institutional resources but challenges in the current reactive, non-standardized approaches. The study assessed options like federated access management and recommended JISC develop a vision and strategy, explore using existing identity federations, and help institutions implement standardized solutions to facilitate controlled access for external user groups.
This document summarizes a scoping study on extending access management into business and community engagement. It found benefits for external users to access institutional resources but challenges in the current reactive, non-standardized approaches. The study assessed options like federated access management and recommended JISC develop a vision and strategy, explore using existing identity federations, and help institutions implement standardized solutions to facilitate controlled access for external user groups.
09 Extending It For External Engagement Full VersionBCE A&E
This document summarizes a workshop on extending IT support for external engagement. The workshop included presentations and group activities focused on key IT challenges and solutions for business and community engagement. Presentation topics included institutional IT challenges, self-analysis tools for change management, IT support from the perspective of universities, and collaborative online tools for external engagement. The goal of the workshop was to identify key IT-related issues to focus on to better support institutions' external engagement.
The document provides an agenda for an event titled "Extending IT Support for External Engagement" held on July 16th, 2009 in London. The agenda included presentations on challenges with institutional IT for external engagement, self-analysis tools for change management, and case studies of collaborative tools used for external engagement. It also included group activities for participants to explore key IT challenges and solutions, and to identify three key IT-related issues to focus on in the future. The event aimed to discuss challenges and potential solutions for supporting external engagement through information technology.
The document summarizes the use of various collaboration tools by an organization from 2008 to 2009. It discusses projects with partner companies and universities in 2008 and 2009 involving VoIP, teleconferencing, instant messaging, wikis, email, blogs, videoconferencing and other tools. It also discusses security concerns with tools like Skype, FTP and instant messengers, and how the organization addressed those concerns over time.
The G-Blog project aims to create a regular informal contact route between small and medium enterprises (SMEs) and a local university. The project will stimulate business-to-business and academic-to-business interactions through a collaborative blog. Project partners include a regional business club and a university business incubator program. The blog will offer resources, information, and tools to engage SMEs and create a feedback channel. The project team is working closely with the university's IT department to design and implement the WordPress blog platform. An upcoming launch event with the regional business club will promote the blog to initial participating businesses.
The document provides an overview of the Research and Innovation Office at Strathclyde University. It discusses the integrated structure of the office, its activities and metrics, stakeholders, tools used, and processes for grants and contracts. Key points include:
- The office was established in 1994 and handles pre-award, post-award, IPR management, licensing, and commercialization.
- It processes around 1200 projects and £35 million in research awards annually, and supports around 3-4 spin out companies per year.
- Major stakeholders include university management, academics, research funders, and industrial partners.
- Current tools and systems used include a bespoke database, costing tool, IPR management
05 Trialling Of Collaborative Online Tools ProjectBCE A&E
The document discusses a JISC BCE project that aimed to test and pilot selected online collaborative tools in specific collaborative contexts. A call for expressions of interest was made and 12 participants were selected to develop their proposals further. The participants then pitched their proposals at an event. Following this, trials of certain collaborative tools were chosen to be carried out. The project aimed to provide advice and guidance on using these tools to facilitate collaboration.
The document discusses the Joint Information Systems Committee's (JISC) Business and Community Engagement (BCE) Programme. The BCE Programme aims to enhance institutions' engagement with the wider community and business sector by improving access to knowledge assets and supporting workforce development. It involves activities like knowledge exchange, strategic partnerships, lifelong learning, and external service provision. The JISC supports BCE through enhancing infrastructure, breaking down barriers, and facilitating collaboration between higher education institutions and their external partners.
The document summarizes the findings and tools developed by a JISC project focused on customer relationship management (CRM) self-analysis for higher education institutions (HEIs). The project aimed to create open-source tools to help HEIs evaluate their people, processes, and technology before implementing a CRM system. Process mapping and research of over 20 HEIs identified different approaches to business engagement and CRM between peripheral, tactical, and strategic institutions. The tools developed included process maps, diagnostics, and checklists to help HEIs with CRM implementation planning, change management, and risk assessment.
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.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
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
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
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.
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Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
2. Dual three roles Evaluation of the BCEct Project (v.v. programme strategic objectives) Support to BCEct trial sites (v.v. institutional & project objectives) Cross support (JISC services, CPD & A&E)
3. Demystifying the complexity INPUTs OUTPUTs Context Purpose Partnerships MARKETING ENTERPRISE RESEARCH INNOVATION Outcomes Benefits Impacts Methodology Implementation Aims Background Future implications Sustainable practice Lessons learned Recommendations PROCESS Communities Activities Facilitation (Institutional) BUSINESS interests (Departmental) ACADEMIC interests Structures Operations Decision making
11. Consider how you might produce ‘rich’ reports from your activities & outcomes ... 1. What are your key ‘aims’ and their related outcomes? 2. Examples of evidence of outcomes & impact
12. What, who, where, how, when? 2. What forms of evidence are you gathering, or might you proactively & purposefully collect as part of your activities that relate to those outcomes? Some example outcomes/evidence are provided