The document provides an overview and strategic communication plan for launching a new Governance Process Team (GPT) at an organization. Key points include:
1) The GPT will serve as a single point of contact for governance issues and enable collaboration across different teams. An interim team has been in place and will transition responsibilities to the new GPT.
2) The communication plan outlines the goals, key messages, audiences, and timeline for recruiting advisory committee members in Q4 2005 and announcing the new GPT processes in early Q1 2006.
3) The initial phase will focus on recruiting members and raising awareness of the new GPT and procedures. Future phases will communicate decisions and governance improvements on an ongoing
In this presentation, Peter Farrow of Randolph-Brooks Federal Credit Union shares the basics of “Lean for Credit Unions.” He also discusses some of the reasons Randolph-Brooks considered Lean and ways Lean can be beneficial to any credit union.
Peter presents three detailed case studies from Randolph-Brooks and the results they achieved:
– Branch Channel Lending
– Call Center Member Service
– Branch Workforce Management
He gives an overview of Lean in IT and a few reasons Randolph-Brooks chose to implement Lean in IT. Peter also shares some helpful tips for getting started with your own improvement initiatives.
Leveraging Lean Thinking in Credit Unions: Three Ways to Improve Member Service While Reducing Costs.
In today's competitive environment, member service is a top priority for credit unions. At the same time, there is an increased pressure to do more with less and reduce costs. The adoption of Lean principles and tools provides an opportunity for credit unions to engage employees and simultaneously improve member service and reduce costs.
Learn the basics of Lean and how it can be applied to credit unions. Hear from Randolph-Brooks Federal Credit Union about how they are leveraging Lean methods to make significant improvements in:
* Branch Channel Lending
* Call Center Member Service
* Branch Resource Management
In this presentation, Peter Farrow of Randolph-Brooks Federal Credit Union shares the basics of “Lean for Credit Unions.” He also discusses some of the reasons Randolph-Brooks considered Lean and ways Lean can be beneficial to any credit union.
Peter presents three detailed case studies from Randolph-Brooks and the results they achieved:
– Branch Channel Lending
– Call Center Member Service
– Branch Workforce Management
He gives an overview of Lean in IT and a few reasons Randolph-Brooks chose to implement Lean in IT. Peter also shares some helpful tips for getting started with your own improvement initiatives.
Leveraging Lean Thinking in Credit Unions: Three Ways to Improve Member Service While Reducing Costs.
In today's competitive environment, member service is a top priority for credit unions. At the same time, there is an increased pressure to do more with less and reduce costs. The adoption of Lean principles and tools provides an opportunity for credit unions to engage employees and simultaneously improve member service and reduce costs.
Learn the basics of Lean and how it can be applied to credit unions. Hear from Randolph-Brooks Federal Credit Union about how they are leveraging Lean methods to make significant improvements in:
* Branch Channel Lending
* Call Center Member Service
* Branch Resource Management
Improve Parts Claim Acceptance Performance at Store 41 (Trakindo Makassar Bra...Raden Darma
This is my second project assignment at PT. Trakindo Utama Makassar Branch. Purpose of this project is to improve parts claim acceptance KPI’s at store 41 (Makassar Branch) to increase the value of claim accepted and credit value of PRA from Caterpillar
Sport Events Volunteer Sustainability SeminarSimon Darcy
Volunteers are the lifeblood of sporting organizations in Australia and globally. However, research has shown that there are differences between everyday volunteers for sporting organizations and volunteers at major sport events, and there are cultural differences to volunteering. More recently within major event research, legacy has become a significant focus of event organizers and local organizing committees as a way of adding social value to the economic significance of the investment by host cities. This seminar will present three levels of volunteer engagement and discuss observations on legacy at: 1. The Vancouver 2010 Olympics and Paralympics; 2. The 2009 Sydney World Masters Games; and 3. Community development projects using sport events. The 2010 Vancouver Olympics and Paralympics together with the cultural Olympiad required a commitment by 20,000 volunteers in the high status mega-sporting event. Some 5000 volunteers assisted the Sydney World Masters Games to host more than 28,000 athletes across 72 venues predominantly in Western Sydney in one of the biggest multisport participant major events held in world. The research for both sport events involved pre-and post examination of volunteer motivations, expectations, experiences and legacy. Sport for Development Projects in Sri Lanka, Israel and the Pacific Islands utilize volunteers at a ‘grass roots’ level to guide and facilitate the creation of sport event activities designed to benefit people in disadvantaged communities or communities in conflict. In these contexts, international volunteers from outside of the community setting are used to facilitate the sport event. An interpretive qualitative approach to examining volunteer legacy was employed.
The workshop examines volunteer legacy of these three sport events against Dickson, Benson and Blackman's (2011) framework for evaluating Olympic and Paralympic legacy. In doing so, the findings highlight volunteer management practices, motivations, experiences, challenges and volunteering legacies arising from these sport event volunteer programs. In a workshop format attendees will have an opportunity to discuss strategies for enhancing legacies for host communities and countries considering the cultural context of volunteering, sport and events.
Presentations will be followed by wider discussion. Refreshments will be provided.
Joint UNDP-UNESCAP Initiative: CapacityDevelopment of Local Governments in ...Oswar Mungkasa
Public-Private Partnerships for Service Delivery (PPPSD) Facility of the UNDP
UNESCAP Workshop on Knowledge Transfer & Capacity
Building for Water & Sanitation Services in Asia & the Pacific
17 – 19 February 2009, Bangkok, Thailand
How cynefin model improves lean implementationPierre E. NEIS
Implementing Lean is a journey witch encourters several pitfalls related to changing paradigms.
Lean aim is linking the Product to the Market and change your structure as a production system. But this is not all what lean provides.
Organisations are a living system with a purpose built on people, processes and tools. The big picture always looks amazing and since the beginning blockings are emerging and question rises up: why is the process not applied? What about predictability? How can I engage the stakeholders? Why are people lost?
The Cynefin model, designed for cognitive people interactions highlight those blockings and help to design a way out.
This presentation will show you an example of a Lean Implementation
It is my attempt to design a symbol for Indian Rupee in response to the rupee symbol design contest from goverment of India. Though my design was not in the final 5, my effort was well worth the contest's importance
A VIVO VIEW OF CANCER RESEARCH: Dream, Vision and RealityPaul Courtney
Presentation made by Paul Courtney (Dana-Farber Cancer Institute, Boston, MA and OHSL, MD) and Anil Srivastava (OHSL) at the 2013 VIVO conference in St. Louis, MO. Material contributed by Rubayi Srivastava (OHSL), Swati Mehta (Centre for Development of Advanced Computing, India), Juliusz Pukacki (Poznan Supercomputing and Network Center, Poland) and Devdatt Dubhashi (Chalmers Institute of Technology, Sweden).
Improve Parts Claim Acceptance Performance at Store 41 (Trakindo Makassar Bra...Raden Darma
This is my second project assignment at PT. Trakindo Utama Makassar Branch. Purpose of this project is to improve parts claim acceptance KPI’s at store 41 (Makassar Branch) to increase the value of claim accepted and credit value of PRA from Caterpillar
Sport Events Volunteer Sustainability SeminarSimon Darcy
Volunteers are the lifeblood of sporting organizations in Australia and globally. However, research has shown that there are differences between everyday volunteers for sporting organizations and volunteers at major sport events, and there are cultural differences to volunteering. More recently within major event research, legacy has become a significant focus of event organizers and local organizing committees as a way of adding social value to the economic significance of the investment by host cities. This seminar will present three levels of volunteer engagement and discuss observations on legacy at: 1. The Vancouver 2010 Olympics and Paralympics; 2. The 2009 Sydney World Masters Games; and 3. Community development projects using sport events. The 2010 Vancouver Olympics and Paralympics together with the cultural Olympiad required a commitment by 20,000 volunteers in the high status mega-sporting event. Some 5000 volunteers assisted the Sydney World Masters Games to host more than 28,000 athletes across 72 venues predominantly in Western Sydney in one of the biggest multisport participant major events held in world. The research for both sport events involved pre-and post examination of volunteer motivations, expectations, experiences and legacy. Sport for Development Projects in Sri Lanka, Israel and the Pacific Islands utilize volunteers at a ‘grass roots’ level to guide and facilitate the creation of sport event activities designed to benefit people in disadvantaged communities or communities in conflict. In these contexts, international volunteers from outside of the community setting are used to facilitate the sport event. An interpretive qualitative approach to examining volunteer legacy was employed.
The workshop examines volunteer legacy of these three sport events against Dickson, Benson and Blackman's (2011) framework for evaluating Olympic and Paralympic legacy. In doing so, the findings highlight volunteer management practices, motivations, experiences, challenges and volunteering legacies arising from these sport event volunteer programs. In a workshop format attendees will have an opportunity to discuss strategies for enhancing legacies for host communities and countries considering the cultural context of volunteering, sport and events.
Presentations will be followed by wider discussion. Refreshments will be provided.
Joint UNDP-UNESCAP Initiative: CapacityDevelopment of Local Governments in ...Oswar Mungkasa
Public-Private Partnerships for Service Delivery (PPPSD) Facility of the UNDP
UNESCAP Workshop on Knowledge Transfer & Capacity
Building for Water & Sanitation Services in Asia & the Pacific
17 – 19 February 2009, Bangkok, Thailand
How cynefin model improves lean implementationPierre E. NEIS
Implementing Lean is a journey witch encourters several pitfalls related to changing paradigms.
Lean aim is linking the Product to the Market and change your structure as a production system. But this is not all what lean provides.
Organisations are a living system with a purpose built on people, processes and tools. The big picture always looks amazing and since the beginning blockings are emerging and question rises up: why is the process not applied? What about predictability? How can I engage the stakeholders? Why are people lost?
The Cynefin model, designed for cognitive people interactions highlight those blockings and help to design a way out.
This presentation will show you an example of a Lean Implementation
It is my attempt to design a symbol for Indian Rupee in response to the rupee symbol design contest from goverment of India. Though my design was not in the final 5, my effort was well worth the contest's importance
A VIVO VIEW OF CANCER RESEARCH: Dream, Vision and RealityPaul Courtney
Presentation made by Paul Courtney (Dana-Farber Cancer Institute, Boston, MA and OHSL, MD) and Anil Srivastava (OHSL) at the 2013 VIVO conference in St. Louis, MO. Material contributed by Rubayi Srivastava (OHSL), Swati Mehta (Centre for Development of Advanced Computing, India), Juliusz Pukacki (Poznan Supercomputing and Network Center, Poland) and Devdatt Dubhashi (Chalmers Institute of Technology, Sweden).
Using Loop Learning in developing Innovative Literature ReviewsCybernos, LLC
The literature review is a basic element of most research, including doctoral research. But most reviews are standardized, narrow interpretations of the literature, and rarely go "outside the box" of conventional thinking. In this paper and presentation, we consider the ways in which using a loop learning approach in literature reviews can generate new insights and generative directions for advancing understanding and new scholarship in a field of research.
This paper investigates the feasibility of applying the Analytical Hierarchy Process (AHP) in dealing with complex decision problem to improve the group decision making by a more systematic and logical approach. In order to gain some preliminary understanding, we begin with going through a brief literature review of Complex Decision and how AHP address it. As an example, we use a case study of Calisto Corporation, a small enterprise co-founded by writer, in using the AHP to find their focus area for further development. We also use Expert Decision Software to solve the problem presented in the case study.
ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment
Lessons Learned from the application of Outcome Mapping to an IDRC EcoHealth ...ILRI
Presented by Tohtubtiang, K., Asse, R., Wisartsakul, W., and Gilbert , J. at the 1st Pan Asia-Africa Monitoring and Evaluation Forum, Bangkok, Thailand, 26-28 November 2012
1. CONFIDENTIAL – DO NOT DISTRIBUTE
Governance Process Team –
Implementation Launch
Author: Pamela Rosen
Date: October 25, 2005
OVERVIEW
Background
The impetus for the formation of the Governance Process Team was the BEOE initiative to improve and enhance the governance process
of IT issues and communications thereof in a timely and orderly fashion across the Enterprise. An interim team has been in place since
January, 2005, and has created the charter for the final Governance Process Team.
Purpose
The purpose of the Governance Process Team is to serve as a single point of contact for governance issue resolution and escalation,
allowing for collaboration across the RAC/PAC Enterprise. The Governance Process team is also responsible for timely and clear
communication of governance enhancements as they are made.
Timeline
The initial phase of the formation of the Advisory Committee and Task Force Members is expected to continue through Q4, 2005. The
formal announcement about the Governance Process Team and the new processes is expected in early Q1, 2006, with ongoing
communication from there to ensure that it continues and is integrated into KP-IT as a regularly followed process.
COMMUNICATION GOALS
Goals
PAC/RAC Members and Support teams understand the procedure enhancements and how the Governance Process Team works
Prospective members of the Task Force and the Advisory Committee understand their commitment, roles and responsibilities
First burst of awareness is awareness of project, second part of Phase 1 is “Road Show”—1-1 meetings with RIOs, IOs, and key members
of PACs and RACs for advisory committee enrollment.
2. CONFIDENTIAL – DO NOT DISTRIBUTE
Scope
The Governance Process Team’s scope is within the KPPG IT Subgroup, and works under its auspices. Affected groups are the PACs,
RACs, the IT Subgroup and KP-IT employees, managers and senior leadership.
Issues
There is some concern that these processes will not “stick” without some kind or reinforcement and the governance processes will revert.
COMMUNICATION FOCUS
Key Messages
Phase 1 Q4, 2005
The communications for the Governance Process Team (GPT) are divided by audience and timeline. The initial phase of the
communications will be focused on recruitment of Advisory Committee Members. For this phase we will provide information for senior
stakeholders to bring in appropriate key candidates. These messages are:
We are beginning the implementation of the final iteration of the Governance Process Team. The GPT serves as the
administrative arm of the KPPG IT Subgroup.
This is a new process that will serve as the single point of contact for governance and as a collaborative forum for cross
PAC/RAC solution development. The GPT’s objectives are:
o Facilitation of cross-PAC/RAC governance enhancements
o Enablement of PAC/RAC collaboration and issue resolution
o Communication of enterprise-wide governance policies, decisions, activities and outcomes
An interim team has been in place for eight months, and will relinquish their seats to the final Governance Process Team
members have been selected.
The first version of governance enhancements will be created as a template by the interim team for the final team to use as
they move forward.
Audiences
PAC, RAC Members RIOs and IOs
Spokespersons:
Adrienne Edens
Hal Wolf
KPPT Subgroup Members
Strategic Plan for Phase 1
3. CONFIDENTIAL – DO NOT DISTRIBUTE
Timeline of Deliverables—Phase 1: Identify, Recruit and Commmunicate
10/27/05
Responsible
Audience KBD Objectives What Message Tactic Timing Parties Who
PACs DO: Announcement What the GPT is E-Mail Nov 14 Cameron to write From KPPG
RACs --Support and implement What the GPT will do Pam/Susan to Subgroup
GPT in 2006 review DONE?
BELIEVE:
--GPT will streamline
governance procedures
and make the processes
the same across the
board and eliminate
confusion
KNOW:
--How the GPT will work
--What they have to do
--Why GPT is important
--GPT is a policy change
that will be a permanent
part of the landscape
4. CONFIDENTIAL – DO NOT DISTRIBUTE
Responsible
Audience KBD Objectives What Message Tactic Timing Parties Who
RIOs, IOs DO: Simultaneous Announcement of GPT E-Mail 12/9 Cameron to draft, From Adrienne
--Refer potential memo Ask for support and help in Pam, Susan to edit to IOs
members to Governance staffing and review From Hal Wolf
Process Manager to RIOs
BELIEVE:
--They must take action
on this because this is a
new procedure that is
here to stay
--Their help is critical to
the success of the
program
--This program will
streamline governance
processes.
KNOW:
--GPT is sponsored by
Adrienne and Hal
--The only way this will
work is through their
participation
IT RIOs and DO: Roadshow Purpose of GPT -- 1-1s December Cameron to draft, DONE W/O
IOs --Nominate candidates Nominate candidates --Talking Pam, Susan to edit KP-IT Comm
--Talk to candidates Points and review input
about being on the --Leave-
committee behind deck
--“Sell” concept to
potential nominees
--Understand the purpose
of GPT and how it works
BELIEVE:
--Their involvement at this
level is critical to the
success of the program
KNOW:
--Their candidates will be
perfect for the position
5. CONFIDENTIAL – DO NOT DISTRIBUTE
Responsible
Audience KBD Objectives What Message Tactic Timing Parties Who
Interim DO: Dissolution Thank outgoing members --Talking December Cameron to draft,
Committee Come to dinner, get a gift Dinner Welcome to new members Points 15, 2005 Pam, Susan to edit
Members BELIEVE: Implementation of Phase 2 --Phase 2 and review
--They have been Deck
instrumental in the Add’l-Thank
formation of a new you gift
process that will
streamline and unify
governance processes.
--Their work will continue
and evolve, either with or
without them.
KNOW:
--What is next in the
implementation of GPT
--Phase 2 will begin in
2006 and what it will look
like
6. CONFIDENTIAL – DO NOT DISTRIBUTE
Responsible
Audience KBD Objectives What Message Tactic Timing Parties Who
PAC/RAC DO: Memo Announcement of GPT Memo December Cameron Terry KPPT
Members --Recognize the authority 12, 2005 Pam Rosen to Subgroup
of the GPT write Talking
--Channel their initiatives Points
through their
representative
--Support new
governance issues as
they come online
BELIEVE:
--GPT is necessary to
support the new KP-IT
direction of cross
RAC/PAC standardization
for better efficiency,
agility and communication
--GPT is an effective
means towards
improvements to our
governance structure
--GPT has the authority to
make the final process
decisions
KNOW
--The purpose of GPT
--GPT is a single point of
governance process
--Overall team structure
--Timing of structuring
RIOs See above Conference Intro to GPT Charter Packet with 12/19 Cameron Terry, Cameron
Call charter and Pam Rosen
contact list supporting writer
sent in
advance
Management See Above Email Intro to GPT Charter Packet with TBD Cameron
charter and
contact list
sent in
advance
7. CONFIDENTIAL – DO NOT DISTRIBUTE
Responsible
Audience KBD Objectives What Message Tactic Timing Parties Who
KP-IT See Above E-mail? TWIIT Intro to GPT Charter January 16 Pam Pam
Employees article? Both?
Notes:
The advisory committee has yet to be finalized. Hal Wolf will be on it but others will be joining throughout December. Some method of
announcing new members needs to be established in Phase 2.
Cameron is unsure about when a centralized location for initiative suggestions and a repository for all submissions and their results will be
available.
Still unclear is how decisions and new governance improvements will be communicated, and to whom these messages should be delivered
Timing for turnaround from submission to decision to implementation is not formed and cannot be communicated until details are worked
out.