Project management is the use of specific knowledge, skills, tools, and techniques to deliver something of value to people. ... Leading these projects are Project Professionals—people who either intentionally or by circumstance are asked to ensure that a project team meets its goals.
Narrated copy of "Project Portfolio Selection" presentation made to the PMI Symposium 2008 in Ottawa. Puts forward a scoring model for selecting projects which are best aligned against organizational strategies and goals.
Can be downloaded and listened to.
A business case is an argument, usually documented, that is intended to convince a decision maker to approve some kind of action. The document itself is sometimes referred to as a business case.
Project management is the use of specific knowledge, skills, tools, and techniques to deliver something of value to people. ... Leading these projects are Project Professionals—people who either intentionally or by circumstance are asked to ensure that a project team meets its goals.
Narrated copy of "Project Portfolio Selection" presentation made to the PMI Symposium 2008 in Ottawa. Puts forward a scoring model for selecting projects which are best aligned against organizational strategies and goals.
Can be downloaded and listened to.
A business case is an argument, usually documented, that is intended to convince a decision maker to approve some kind of action. The document itself is sometimes referred to as a business case.
13 Reasons Why Your Organization Needs Project Portfolio Management BrightWork
When implemented effectively, project portfolio management helps to improve project management processes and methods, reducing project failures and improving customer satisfaction. Here are 13 reasons why your organization needs project portfolio management.
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
Outline of PPM, Project and Portfolio Management and it's use in Project Management disciplines
If you would like a copy of the slides, please email me
Given at the 2011 Project World conference in Orlando, Florida with a focus on right-sizing a portfolio management (PPM) implementations and processes.
This is a project portfolio management capability framework with full definitions. It can be used by organizations to establish a common set of terms and definitions so that agreement and understanding what is being built is achieved before undertaking a project portfolio management improvement initiative.
The objective of this paper is to present the main components of the development of a project team, the motivational characteristics inherent to the team work and an interrelation proposal between the earned value analysis and team development through the SPI and CPI indexes obtained by the tool and team development models and the compensation and reward in the project, allowing to reduce the evaluation subjectiveness of the human resource in the project.
Delighted to present Lesson 02 - "Starting the Project (Topic E - I)" as part of the PMI Authorized PMP Exam Preparation! 📈🌐
This session is all about setting the foundation right. We'll dive into initiating a project with precision, understanding stakeholder needs, and translating them into actionable project plans. Join me in unraveling the key strategies to kickstart your PMP journey with confidence and knowledge. Let's conquer this certification together! 💪📚
A Project Management Office, abbreviated to PMO, is a group or department ... base project management principles on industry-standard methodologies. Daniel outlines best practices for a larger project team.
Simple Methods To Get Rich, Retire Wealthy, And Have The Time Of Your Lifedinodev
How People Create Fortunes Without Leaving Their Jobs | How You Can Retire 20 Years Early | How To Fire Your Boss | And Enjoy Monday Mornings | YOU REALLY CAN be rich, wealthy and financially free, and it doesn't matter if you are a rocket scientist, a taxi driver, a fisherman, a bank teller or even a back-packing bungee jumper. Anyone can be rich, wealthy, and financially free by using some common sense ideas. Wouldn't it be nice to have all the money you want? What would you buy? A new or larger home? A fancy sports car or luxury sedan? College for the children? A home for handicapped children? A trip around the world? Not only is it possible to do all of these things--but you can do them! You don't need any special talent or special privileges. Anyone can arrange his life so that he can accumulate wealth, have fun, or retire years before he is too old to enjoy it. All you have to do is start--by reading this book. You'll learn that there are several ways to accumulate financial wealth. And, you can choose to use any of the methods. There isn't just one unique road to financial wealth. There are several roads. You don't have to pick the same road your neighbor does. You choose the road that seems right for you.
13 Reasons Why Your Organization Needs Project Portfolio Management BrightWork
When implemented effectively, project portfolio management helps to improve project management processes and methods, reducing project failures and improving customer satisfaction. Here are 13 reasons why your organization needs project portfolio management.
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
Outline of PPM, Project and Portfolio Management and it's use in Project Management disciplines
If you would like a copy of the slides, please email me
Given at the 2011 Project World conference in Orlando, Florida with a focus on right-sizing a portfolio management (PPM) implementations and processes.
This is a project portfolio management capability framework with full definitions. It can be used by organizations to establish a common set of terms and definitions so that agreement and understanding what is being built is achieved before undertaking a project portfolio management improvement initiative.
The objective of this paper is to present the main components of the development of a project team, the motivational characteristics inherent to the team work and an interrelation proposal between the earned value analysis and team development through the SPI and CPI indexes obtained by the tool and team development models and the compensation and reward in the project, allowing to reduce the evaluation subjectiveness of the human resource in the project.
Delighted to present Lesson 02 - "Starting the Project (Topic E - I)" as part of the PMI Authorized PMP Exam Preparation! 📈🌐
This session is all about setting the foundation right. We'll dive into initiating a project with precision, understanding stakeholder needs, and translating them into actionable project plans. Join me in unraveling the key strategies to kickstart your PMP journey with confidence and knowledge. Let's conquer this certification together! 💪📚
A Project Management Office, abbreviated to PMO, is a group or department ... base project management principles on industry-standard methodologies. Daniel outlines best practices for a larger project team.
Simple Methods To Get Rich, Retire Wealthy, And Have The Time Of Your Lifedinodev
How People Create Fortunes Without Leaving Their Jobs | How You Can Retire 20 Years Early | How To Fire Your Boss | And Enjoy Monday Mornings | YOU REALLY CAN be rich, wealthy and financially free, and it doesn't matter if you are a rocket scientist, a taxi driver, a fisherman, a bank teller or even a back-packing bungee jumper. Anyone can be rich, wealthy, and financially free by using some common sense ideas. Wouldn't it be nice to have all the money you want? What would you buy? A new or larger home? A fancy sports car or luxury sedan? College for the children? A home for handicapped children? A trip around the world? Not only is it possible to do all of these things--but you can do them! You don't need any special talent or special privileges. Anyone can arrange his life so that he can accumulate wealth, have fun, or retire years before he is too old to enjoy it. All you have to do is start--by reading this book. You'll learn that there are several ways to accumulate financial wealth. And, you can choose to use any of the methods. There isn't just one unique road to financial wealth. There are several roads. You don't have to pick the same road your neighbor does. You choose the road that seems right for you.
The SlideShare 101 is a quick start guide if you want to walk through the main features that the platform offers. This will keep getting updated as new features are launched.
The SlideShare 101 replaces the earlier "SlideShare Quick Tour".
What is Controlling, Importance, Limitations & Features of Controlling, The Basic Control Process, Characteristics of effective control system, Dimensions of Control, What is Benchmarking, Control as a Feedback System, Feedforward Control, Comparison of Simple Feedback and Feedforward Systems, Requirements for Feedforward Control, CONTROL OF OVERALL PERFORMANCE, PROFIT AND LOSS CONTROL, What is Budgeting?, Productivity, Operations Management, and Total Quality Management, Steps in Product and Production Design, Operations Research, Value Engineering, Mass Production Versus Lean Production Managerial Practices
AC17&18: ASSURANCE PRINCIPLES,
PROFESSIONAL ETHICS AND GOOD
GOVERNANCE
AUDIT – AN OVERVIEW
THE PROFESSIONAL STANDARDS
THE AUDITOR’S RESPONSIBILITY
THE AUDIT PROCESS – ACCEPTING AN ENGAGEMENT
AUDIT PLANNING
CONSIDERATION OF INTERNAL CONTROL
AUDITING IN AN COMPUTERIZED ENVIRONMENT
PERFORMING SUBSTANTIVE TESTS
AUDIT SAMPLING
COMPLETING THE AUDIT
AUDIT REPORTS ON FINANCIAL STATEMENTS
ASSURANCE AND RELATED SERVICES
THE CODE OF ETIHICS AND REPUBLIC ACT 9298
Lecture notes
AC17&18: ASSURANCE PRINCIPLES,
PROFESSIONAL ETHICS AND GOOD
GOVERNANCE
AUDIT – AN OVERVIEW
THE PROFESSIONAL STANDARDS
THE AUDITOR’S RESPONSIBILITY
THE AUDIT PROCESS – ACCEPTING AN ENGAGEMENT
AUDIT PLANNING
CONSIDERATION OF INTERNAL CONTROL
AUDITING IN AN COMPUTERIZED ENVIRONMENT
PERFORMING SUBSTANTIVE TESTS
AUDIT SAMPLING
COMPLETING THE AUDIT
AUDIT REPORTS ON FINANCIAL STATEMENTS
ASSURANCE AND RELATED SERVICES
THE CODE OF ETIHICS AND REPUBLIC ACT 9298
Lecture notes
Legal Register / Compliance Obligations ISO 14001Nimonik
https://nimonik.com
An overview of why your organization should equip itself with a robust and integrated Legal Register (Compliance Obligations). Reviews of the purpose, intent and benefits of a Legal Register.
quality audit is essential for every organization . It discover the draw backs and then by improving this we can grow .It provide high degree of confidence.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Inform the selection of 5 efficiency and 8 effectiveness measures. This framework provides a model for identifying the types of
1. Measuring and ImprovingMeasuring and Improving
Maintenance PerformanceMaintenance Performance
Salih O. DuffuaaSalih O. Duffuaa
Systems Engineering DepartmentSystems Engineering Department
King Fahd University of Petroleum and MineralsKing Fahd University of Petroleum and Minerals
2. Presentation PlanPresentation Plan
IntroductionIntroduction
Evolution of Maintenance ManagementEvolution of Maintenance Management
Why MeasureWhy Measure
Performance MeasurementPerformance Measurement
– Structured AuditingStructured Auditing
– Key performance indicatorKey performance indicator
– BenchmarkingBenchmarking
Improvement processImprovement process
Case StudiesCase Studies
3. Role of MaintenanceRole of Maintenance
Maintenance is defined as theMaintenance is defined as the
combination of activities by whichcombination of activities by which
equipment, assets or a system isequipment, assets or a system is
kept or restored to a state in whichkept or restored to a state in which
it can perform its designatedit can perform its designated
function. It is an important factor infunction. It is an important factor in
product or service quality and canproduct or service quality and can
be used as a strategy forbe used as a strategy for
successful competitionsuccessful competition
4. IntroductionIntroduction
PLANNING ORGANIZING
Maintenance
Process
Maintenance strategy
Maintenance Load Forecasting
Maintenance Capacity
Maintenance Organization
Maintenance Scheduling
Process design
Standards
Performance Measurement
Project Management
MONITOR
FEEDBACK
CONTROL
Work control
Material control
Inventory control
Cost control
Managing for quality
INPUT OUTPUT
Operational
Machines
Equipment
&
Facilities
Labor
Equipment
Management
Spares
Variations in
Maintenance
Demand
* Scheduling
5. Maintenance Versus OrganizationMaintenance Versus Organization
ObjectivesObjectives
The objectives and goals of anThe objectives and goals of an
organization depends on the organizationorganization depends on the organization
state, strategy and type of business. Somestate, strategy and type of business. Some
objectives areobjectives are
– Meet or exceed customer satisfactionMeet or exceed customer satisfaction
– Maximizing profit, Meet set targetsMaximizing profit, Meet set targets
– Meet set safety standard,Meet set safety standard,
– Zero product defectZero product defect
Does Maintenance affect these goalsDoes Maintenance affect these goals??
6. Evolution of MaintenanceEvolution of Maintenance
ManagementManagement
Prior to 50Prior to 50thth
: Necessary evil: Necessary evil
50-70 : Preventive maintenance50-70 : Preventive maintenance
7070thth
: Life cycle costing, RCM and: Life cycle costing, RCM and
Productive maintenance.Productive maintenance.
80 : TPM an RCM80 : TPM an RCM
9oth-date: Strategic view of maintenance9oth-date: Strategic view of maintenance
7. Why MeasureWhy Measure
What can be measured will beWhat can be measured will be
understood better.understood better.
What can be measured can be assessed.What can be measured can be assessed.
What can be measured can be managed.What can be measured can be managed.
What can be measured can beWhat can be measured can be
improved.improved.
10. Measurement SystemMeasurement System
Structured AuditStructured Audit
Performance IndicatorsPerformance Indicators
Benchmarking ( can be utilized by both)Benchmarking ( can be utilized by both)
11. Structured Audit ApproachStructured Audit Approach
What is an auditWhat is an audit
Standard for the audit ( factors forStandard for the audit ( factors for
audit)audit)
Organization of the auditOrganization of the audit
Expected out put of the auditExpected out put of the audit
12. Structured AuditStructured Audit
The American Heritage Dictionary defines audit as: “an examination ofThe American Heritage Dictionary defines audit as: “an examination of
records or accounts to check their accuracy”.records or accounts to check their accuracy”.
Thomas and Henke (1989), “Auditing is a process in which one personThomas and Henke (1989), “Auditing is a process in which one person
verifies the assertions of an other”.verifies the assertions of an other”.
Carmichael et al (1996), defines audit as : “Auditing is an independentCarmichael et al (1996), defines audit as : “Auditing is an independent
investigation of some particular activity”.investigation of some particular activity”.
(http://www.columbia) defines an audit as a formal or official examination(http://www.columbia) defines an audit as a formal or official examination
and verification of the activities of an organizational unit, system, function,and verification of the activities of an organizational unit, system, function,
or other aspect of the organization's operations. It may include a review ofor other aspect of the organization's operations. It may include a review of
(1) economy and efficiency of operations; (2) effectiveness in achieving(1) economy and efficiency of operations; (2) effectiveness in achieving
program results; and (3) compliance with laws, regulations, and otherprogram results; and (3) compliance with laws, regulations, and other
rules. The audit results in a written reportrules. The audit results in a written report
13. Standard for the AuditStandard for the Audit
Factors/activities to be examined.Factors/activities to be examined.
Standard for each factor.Standard for each factor.
Aggregation of sub-factors and factors.Aggregation of sub-factors and factors.
14. Audit FactorsAudit Factors
1.1. Strategic ManagementStrategic Management
Maintenance mission and objectivesMaintenance mission and objectives
Alliance of process with mission andAlliance of process with mission and
objectives.objectives.
ValuesValues
Performance measurementPerformance measurement
Effective strategiesEffective strategies
Strategy assessmentStrategy assessment
15. Audit FactorsAudit Factors
2. Organization and staffing2. Organization and staffing
Organization structureOrganization structure
Job descriptionJob description
responsibilities and supervisionresponsibilities and supervision
Polices and proceduresPolices and procedures
Shops organizationShops organization
3. Human resources3. Human resources
Shop manningShop manning
Employee motivationEmployee motivation
16. Audit FactorsAudit Factors
4. Training4. Training
Management trainingManagement training
Planner trainingPlanner training
Craft trainingCraft training
5. Management control and budget5. Management control and budget
6.1 Budget planning6.1 Budget planning
Reporting and feedbackReporting and feedback
Effective controlEffective control
17. Audit FactorsAudit Factors
6. Work order planning and scheduling6. Work order planning and scheduling
Priority systemPriority system
Work order system and proceduresWork order system and procedures
Emergency & shutdown schedulingEmergency & shutdown scheduling
Planning proceduresPlanning procedures
7. Facilities and resources7. Facilities and resources
8. Stores and material8. Stores and material
9. Preventive maintenance and equipment9. Preventive maintenance and equipment
historyhistory
1o. Engineering Condition monitoring1o. Engineering Condition monitoring
18. Audit FactorsAudit Factors
11. Information technology11. Information technology
12. Performance analysis and appraisal12. Performance analysis and appraisal
13. Safety in maintenance13. Safety in maintenance
14. Maintenance and the Environment14. Maintenance and the Environment
The audit program we are using has 90The audit program we are using has 90
questions distributed over the above 14questions distributed over the above 14
main factors.main factors.
19. Audit Plan and ExecutionAudit Plan and Execution
Examine the audit program to reflect plantExamine the audit program to reflect plant
special characteristics.special characteristics.
Form audit team from consultant in plantForm audit team from consultant in plant
personnel.personnel.
Regular meeting.Regular meeting.
Corrective and preventive actions.Corrective and preventive actions.
20. A case of a Process Plant in SaudiA case of a Process Plant in Saudi
Arabia : Audit Raw ScoreArabia : Audit Raw Score
Factor
number
Score
(Si)
Idealscore
(Li)
Factor
number
Score
(Si)
IdealScore
(Li)
1
2
3
4
5
6
7
7.00
6.20
6.75
7.33
7.25
8.00
7.14
10
10
10
10
10
10
10
8
9
10
11
12
13
14
9.67
6.70
7.82
7.80
6.00
3.00
8.00
10
10
10
10
10
10
10
24. Improvement ActionsImprovement Actions
Factor 2: Organization and StaffingFactor 2: Organization and Staffing
– Document procedures for PMDocument procedures for PM
– Supervisor technician ratioSupervisor technician ratio
– Establish a suitable planner-worker ratio.Establish a suitable planner-worker ratio.
– Decentralize some of the maintenance activities.Decentralize some of the maintenance activities.
Factor 13: Safety in maintenanceFactor 13: Safety in maintenance
– Include safety within maintenance processInclude safety within maintenance process
– Enforce safety rulesEnforce safety rules
– Training program for maintenance personnel.Training program for maintenance personnel.
25. Performance MeasuresPerformance Measures
An alternative or integrated approach withAn alternative or integrated approach with
structured auditing ?structured auditing ?
It links processes to objectives.It links processes to objectives.
26. Performance MeasuresPerformance Measures
There are literally hundreds of potential indicatorsThere are literally hundreds of potential indicators
““Appropriate” indicators depend on many factors,Appropriate” indicators depend on many factors,
such assuch as
– Level in the organization to use the informationLevel in the organization to use the information
– Existing data collection systems, and how easily modifiedExisting data collection systems, and how easily modified
– Staff availability to develop/maintain systemsStaff availability to develop/maintain systems
– Demands of managers &teams for the information, and theirDemands of managers &teams for the information, and their
level of sophistication (foreman vs. MBA)level of sophistication (foreman vs. MBA)
Frequency of reporting also is situation dependentFrequency of reporting also is situation dependent
Stratification options by plant, department, machine,Stratification options by plant, department, machine,
product line, etc., are importantproduct line, etc., are important
28. Macro IndicatorMacro Indicator
maintenance expense dollars as a percentmaintenance expense dollars as a percent
of replacement asset value.of replacement asset value.
maintenance expense dollars per unitmaintenance expense dollars per unit
producedproduced
maintenance expense dollars as a percentmaintenance expense dollars as a percent
of plant controllable expensesof plant controllable expenses
regulatory compliance indicatorsregulatory compliance indicators
Productive capacityProductive capacity
29. Micro-IndicatorMicro-Indicator
maintenance budget compliance (budgetmaintenance budget compliance (budget
vs. expense)vs. expense)
monthly expense dollars (by equipmentmonthly expense dollars (by equipment
type)type)
percent overtime (3-9% sometimes citedpercent overtime (3-9% sometimes cited
as ideal)as ideal)
percent emergency workpercent emergency work
30. System ClassificationSystem Classification
Input Measures Primarily Cost MeasuresInput Measures Primarily Cost Measures
Output measuresOutput measures
Within The System MeasuresWithin The System Measures
31. Input MeasuresInput Measures
Input Measures are Mostly Related ToInput Measures are Mostly Related To
CostCost
Labor : Cost of trades, semi-skilled etcLabor : Cost of trades, semi-skilled etc
Materials and sparesMaterials and spares
ContractsContracts
Shop ServiceShop Service
Equipment RentalsEquipment Rentals
Maintenance OverheadMaintenance Overhead
Company OverheadCompany Overhead
32. Output MeasuresOutput Measures
Availability : Measure of UptimeAvailability : Measure of Uptime
Reliability : Mean-time-between-failureReliability : Mean-time-between-failure
MTBF = S-d/f , f is number of failuresMTBF = S-d/f , f is number of failures
Mean Time To Repair: Measure ofMean Time To Repair: Measure of
Duration of RepairDuration of Repair
MTTR = d/fMTTR = d/f
Utilization = Scheduled Time/C TUtilization = Scheduled Time/C T
CT = Calendar TimeCT = Calendar Time
33. Output MeasuresOutput Measures
Process Rate (PR) : Measure of theProcess Rate (PR) : Measure of the
Equipment Cycle Time in The ProcessEquipment Cycle Time in The Process
PR = Ideal Cycle Time/Actual Cycle timePR = Ideal Cycle Time/Actual Cycle time
Quality Rate (QR) : Measure of equipmentQuality Rate (QR) : Measure of equipment
PrecisionPrecision
Total Produced - Rejected/Downgrades/ TotalTotal Produced - Rejected/Downgrades/ Total
Overall equipment EffectivenessOverall equipment Effectiveness
OEE = A* PR *QROEE = A* PR *QR
Productive capacityProductive capacity
OEE * UtlizationOEE * Utlization
34. Measures Within The SystemMeasures Within The System
Work Distribution : Time Spent in each workWork Distribution : Time Spent in each work
categorycategory
Delays : Time spent waiting for instructionsDelays : Time spent waiting for instructions
parts, travel,breaks, Start and Quitsparts, travel,breaks, Start and Quits
Compliance : Measures to Track ComplianceCompliance : Measures to Track Compliance
with various plans, such as PM, Shutdownwith various plans, such as PM, Shutdown
schedules etc.schedules etc.
35. Measures Within The SystemMeasures Within The System
Backlog : Amount of Work Planned butBacklog : Amount of Work Planned but
not Completed by Plant, Area, Craft, etcnot Completed by Plant, Area, Craft, etc
Failure Analysis: Tracks improvementFailure Analysis: Tracks improvement
analysis, such Number of New PManalysis, such Number of New PM
Routines, Number of Root CauseRoutines, Number of Root Cause
Analysis of Breakdowns Undertaken.Analysis of Breakdowns Undertaken.
36. Indicators Selection CriteriaIndicators Selection Criteria
Reflect business objectives.Reflect business objectives.
Impact customer satisfaction.Impact customer satisfaction.
Quality of product or serviceQuality of product or service
Describe the performance of key process.Describe the performance of key process.
Performance of critical equipment.Performance of critical equipment.
Safety and environment.Safety and environment.
37. Balance Scorecard ApproachBalance Scorecard Approach
FinancialFinancial
CustomerCustomer
InternalInternal
Learning and growthLearning and growth
38. Improvement ApproachImprovement Approach
Identify areas were goals are not metIdentify areas were goals are not met
Use Pareto chart to prioritize areasUse Pareto chart to prioritize areas
Root cause analysisRoot cause analysis
Corrective and preventive actionsCorrective and preventive actions
Implement actionsImplement actions
Measure and checkMeasure and check
39. BenchmarkingBenchmarking
Formal DefinitionFormal Definition
BenchmarkingBenchmarking is the continuous, systematicis the continuous, systematic
processprocess of measuring our products, services, andof measuring our products, services, and
practices against the toughest competitors or thosepractices against the toughest competitors or those
companies recognized as industry leaders.companies recognized as industry leaders.
Working DefinitionWorking Definition
BenchmarkingBenchmarking is a basis of establishing rationalis a basis of establishing rational
performance goals through the search for bestperformance goals through the search for best
industry practices that will lead to superiorindustry practices that will lead to superior
performance.performance.
A Related DefinitionA Related Definition
Benchmark:Benchmark: An industry standardAn industry standard
Descriptive Benchmarks or PracticesDescriptive Benchmarks or Practices
Quantitative Benchmarks or PerformanceQuantitative Benchmarks or Performance
MeasurementsMeasurements
40. Benchmarking As An ImprovementBenchmarking As An Improvement
ToolTool
How Benchmarking Makes PossibleHow Benchmarking Makes Possible
ImprovementsImprovements
The gap between internal and externalThe gap between internal and external
practices creates the need forpractices creates the need for
improvementimprovement
Understanding industry best practicesUnderstanding industry best practices
identifies what you must improve.identifies what you must improve.
Externally benchmarked practicesExternally benchmarked practices
developed from others give a picture ofdeveloped from others give a picture of
the endpoint after improvement.the endpoint after improvement.
41. Types of BenchmarkingTypes of Benchmarking
InternalInternal
– Similar processes (data is available).Similar processes (data is available).
ExternalExternal
– Type of industry (competitors)Type of industry (competitors)
– Best in industry (non-competitors)Best in industry (non-competitors)
42. Benchmarking ProcessBenchmarking Process
BENCHMARKING PROCESS
BENCHMARK METRICS BENCHMARK PRACTICES
BENCHMARK GAP
• HOW MUCH
• WHERE
• WHEN
HOW TO CLOSE THE GAP
• IMPROVED KNOWLEDGE
• IMPROVE PRACTICES
• IMPROVED PROCESSES
MANAGEMENT
COMMITMENT
ORGANIZATION
COMMUNICATION
EMPLOYEE
PARTICIPATION
SUPERIOR
PERFORMANCE
43. Benchmarking as a Process ofBenchmarking as a Process of
ImprovementImprovement
Know your own operation, both its strengths andKnow your own operation, both its strengths and
weaknesses.weaknesses.
Know those industries that excel at theKnow those industries that excel at the
maintenance processes used in your operation,maintenance processes used in your operation,
including competitors, sector leaders, and thoseincluding competitors, sector leaders, and those
in other industriesin other industries
Set challenging targets for your maintenanceSet challenging targets for your maintenance
performance measures; incorporate the bestperformance measures; incorporate the best
practicespractices
Measure results and strive continually forMeasure results and strive continually for
superior performancesuperior performance
44. Key Factors for SuccessKey Factors for Success
Management commitment forManagement commitment for
improvement.improvement.
Create a culture of MaintenanceCreate a culture of Maintenance
Kaizen.Kaizen.
People motivation, growth andPeople motivation, growth and
continuous learning.continuous learning.
Quality circle for process improvementQuality circle for process improvement
Reward based performance.Reward based performance.
Technology as a means for enabling.Technology as a means for enabling.
45. ConclusionConclusion
Maintenance Should managed as aMaintenance Should managed as a
business unit.business unit.
Maintenance performance must beMaintenance performance must be
aligned with company strategicaligned with company strategic directions.directions.
Three approached for improvement areThree approached for improvement are
presented- Structured audits,presented- Structured audits,
Performance Indicators andPerformance Indicators and Benchmarking.Benchmarking.
46. ConclusionConclusion
Culture of continuous improvementCulture of continuous improvement
(C.I) must be created to sustain C. I.(C.I) must be created to sustain C. I.
Leadership and managementLeadership and management
commitment are key to creating thecommitment are key to creating the
culture of C.I.culture of C.I.
47. Thank you for your patienceThank you for your patience
Any Questions or commentsAny Questions or comments ..