Observations on just culture development for VNA
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The document outlines the key components needed to successfully implement a Just Culture framework at Vietnam Airlines (VNA). It recommends that VNA produce: 1) An implementation plan covering the benefits of a Just Culture, legal requirements, management expectations, safety reporting processes, and benchmarks for success. 2) Policies and procedures to support the new Just Culture framework. 3) Adjusted safety statements, employee surveys, and management buy-in to demonstrate organizational commitment. 4) Training programs for managers, investigators, new/contract employees on Just Culture policies and safety reporting. 5) A communication plan and quality control measures to monitor progress over time as the new culture is adopted.
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The moving force behind IT decisions are variable as to what context.pdf
The moving force behind IT decisions are variable as to what context can it profit an
organisation or a business. Some of it are as follows-
1) Displacement of labour and capital(ex-ATM)
2)Data repositories, ERP, business intelligence and high-end analytics help decision-makers
discover operational flaws and successes which augments future strategic initiatives.
3)Maintaining the customer relationshio management(CRM) [by providing goods and services
that customers value].
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efficient manufacturing processes available. In the computer industry, Dell Computer has
consistently been a market leader as they have achieved efficiencies through implementing both
CRM and SCM with success.]
General Recommendations
• Develop a three-tiered set of business case methodologies that are scaled to
the size and complexity of an initiative. These methodologies should be
Web-supported. Specific tools should include:
Tier 1 (least complex/cost): Total Cost of Ownership;
Tier 2 (middle/cost): Total Cost of Ownership, Payback Period,
Benefit/Cost Ratio, Internal Rate of Return, and Return on Investment;
Tier 3 (most complex/cost): Applied Information Economics.
• The tier requirements are phased to the initiative’s life cycle, requiring that
business case metrics be completed during the planning phase and refined
as the initiative moves through the various stages of its remaining life
cycle.
• Convene a task group to develop accounting reports/tools to more easily track the
financial metrics identified by the business case methodologies.
• Develop an in-depth training program and technical assistance program for
agency program, business, IT, and legislative staff on the adopted business
case methodologies.
• Develop a training/orientation program for senior department and line/staff
managers that include essential legal, financial/budgetary, IT architectural,
and IT project management issues. This orientation should be offered (possibly required) for all
agencies contemplating an initiative involving an information technology
investment.
Solution
The moving force behind IT decisions are variable as to what context can it profit an
organisation or a business. Some of it are as follows-
1) Displacement of labour and capital(ex-ATM)
2)Data repositories, ERP, business intelligence and high-end analytics help decision-makers
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3)Maintaining the customer relationshio management(CRM) [by providing goods and services
that customers value].
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efficient manufacturing processes available. In the computer industry, Dell Computer has
consistently been a market leader as they have achieved efficiencies through implementing both
CRM and SCM with success.]
General Recommendations
• Develop a three-tiered set of business .
Unit 7 implementation phase of strategic management
Implementation is the execution phase that ensures the objectives set during planning are achieved. All employees must understand their roles and responsibilities, and performance measures provide feedback to identify successes and areas for improvement. Companies closely monitor processes during implementation to quickly make necessary changes, such as expediting product delivery if shipping is identified as too slow based on common customer complaints. Functional plans lay out guidelines for each department, including production, marketing, finance, and human resources, to support the overall strategy. Functional policies provide boundaries to guide decision-making within each department.
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Similar to Observations on just culture development for VNA
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Web-supported. Specific tools should include:
Tier 1 (least complex/cost): Total Cost of Ownership;
Tier 2 (middle/cost): Total Cost of Ownership, Payback Period,
Benefit/Cost Ratio, Internal Rate of Return, and Return on Investment;
Tier 3 (most complex/cost): Applied Information Economics.
• The tier requirements are phased to the initiative’s life cycle, requiring that
business case metrics be completed during the planning phase and refined
as the initiative moves through the various stages of its remaining life
cycle.
• Convene a task group to develop accounting reports/tools to more easily track the
financial metrics identified by the business case methodologies.
• Develop an in-depth training program and technical assistance program for
agency program, business, IT, and legislative staff on the adopted business
case methodologies.
• Develop a training/orientation program for senior department and line/staff
managers that include essential legal, financial/budgetary, IT architectural,
and IT project management issues. This orientation should be offered (possibly required) for all
agencies contemplating an initiative involving an information technology
investment.
Solution
The moving force behind IT decisions are variable as to what context can it profit an
organisation or a business. Some of it are as follows-
1) Displacement of labour and capital(ex-ATM)
2)Data repositories, ERP, business intelligence and high-end analytics help decision-makers
discover operational flaws and successes which augments future strategic initiatives.
3)Maintaining the customer relationshio management(CRM) [by providing goods and services
that customers value].
4) Maintaining the supply chain management(SCM).[ex- increase productivity through the most
efficient manufacturing processes available. In the computer industry, Dell Computer has
consistently been a market leader as they have achieved efficiencies through implementing both
CRM and SCM with success.]
General Recommendations
• Develop a three-tiered set of business .
Unit 7 implementation phase of strategic management
Implementation is the execution phase that ensures the objectives set during planning are achieved. All employees must understand their roles and responsibilities, and performance measures provide feedback to identify successes and areas for improvement. Companies closely monitor processes during implementation to quickly make necessary changes, such as expediting product delivery if shipping is identified as too slow based on common customer complaints. Functional plans lay out guidelines for each department, including production, marketing, finance, and human resources, to support the overall strategy. Functional policies provide boundaries to guide decision-making within each department.
Module-7-Program-Monitoring-and-Evaluation.pptx
This document discusses Monitoring and Evaluation (M&E) systems. It defines monitoring as the systematic collection of data during a project to determine if the project is progressing toward its goals. There are different types of monitoring, including process, technical, assumption, financial, and impact monitoring. Evaluation assesses the overall performance of projects and programs. The document outlines 10 steps to design an M&E system, including defining the purpose and scope, identifying evaluation and monitoring questions, determining indicators and data sources, and assigning roles and responsibilities. It emphasizes the importance of integrating the system both horizontally and vertically within an organization.
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This document discusses stages 4 and 5 of technology planning - implementation and evaluation. It provides considerations for implementing the ICT plan such as engaging stakeholders and establishing support structures. It also discusses procurement procedures that adhere to financial guidelines. The document states that policies should support implementation and new ones may need to be developed. Finally, it distinguishes between systemic and programmatic evaluation, noting the different levels, tools, and people involved in each.
Spm ksp
This document provides an overview of software project management and processes at Infosys. It discusses how Infosys uses a project database, process capability baseline, process assets, and body of knowledge to build an infrastructure for project planning and management. This infrastructure aims to capture lessons learned from past projects to help plan and execute new projects more effectively. The document also describes Infosys' standard development process and how projects tailor this process.
Practical tips for implementing corporate performance management system
Collection of tips and learning from experience in leading a team through the implementation of corporate performance management or enterprise performance management system
Practical experiences of portfolio management
This document summarizes the journey of improving portfolio management practices within the AZ Essentials division of AstraZeneca from 2009 to 2012. It began with identifying problems like a lack of visibility into all projects and their benefits. Early efforts involved data collection and establishing governance networks and KPIs to track improvement. Process changes included implementing portfolio prioritization and management principles. Over time, practices were embedded and roles like portfolio managers were established. The goal was to transition portfolio management to business as usual operations within each functional area through training and tools like a new data management system.
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1 ISM645 Strategic Information Technology Planning v1.1 .docx
1
ISM645 Strategic Information Technology Planning v1.1
ISM645 Information Technology Strategic Plan
Template
V1.8
Introduction: How to Use This Tool
This template is developed for small and mid-sized enterprises (SMEs) that do not have the
resources to perform full IT governance to develop a complex IT strategy. This tool provides an
outline that allows CIOs to develop a simple, yet effective IT strategic plan.
Complete all the sections, using the instructions provided. Each section contains an example that
can be removed once the document is complete.
[Insert Company Name] IT Strategic Plan
Author: [Insert Name]
Created on: [Insert Date]
Last Modified on: [Insert Date]
Executive Introduction (Summary) & Thesis Statement
Introduce the IT Strategic Plan. Give a summary of what is in the document. The Execuvtive
Summary should be a 30 second read and give a clear understanding of what is in the document.
In the last paragraph, include a thesis statement.
Example: This IT Strategic Plan lays out the one, two, and three year plans for MarkO Ltd, with
regards to IT Areas of Applications Development, Networking, Operating Systems, Databases,
Organization, and Hardware; and the ability for this plan to support the business initiatives of the
company.
Strategic IT Mission, IT Vision, and Horizon Statements
Include the IT Mission and IT Vision Statement here. Also, specify the time periods to which this
plan pertains.
Example:
“The mission of this company is to …..”
“This Company will be the ….”
“This plan is expected to cover the period from 01/Sept/2013 to 31/Aug/2015, with strategic plans
for each year noted.”
Purpose of Plan
Indicate the reason for creating this IT strategic plan. Specify what the plan will accomplish.
2
ISM645 Strategic Information Technology Planning v1.1
Example:
The purpose of this plan is to help our company achieve its IT Strategy. It is meant as a guide to
decision making in IT. Incoming tasks to IT will be prioritized and executed (as much as possible)
using this plan as a guide. While exceptions may occur, they should be exceptions, not the
everyday rule.
Corporate Strategy
Describe the strategy of the enterprise. Obtain this information from the CEO or a publication
from top executives.
Example:
Our business strategy is to retain existing customers through continuing to improve our existing
product line as well as gain new customers though aggressive marketing campaigns. We may
also expand the spending of our existing customers by developing other related product lines.
Business Initiatives to Support Corporate Strategy
List the business initiatives that are planned for the period that will support the business strategy.
Example:
Strategy Name Business Initiative Target Completion
Date
Expected
Impact
Retain Existing
Customers
Loyalty Campaign Q1 +10%
Renewal
Rate
Mail Out Satisfac.
1 ISM645 Strategic Information Technology Planning v1.1 .docx
1
ISM645 Strategic Information Technology Planning v1.1
ISM645 Information Technology Strategic Plan
Template
V1.8
Introduction: How to Use This Tool
This template is developed for small and mid-sized enterprises (SMEs) that do not have the
resources to perform full IT governance to develop a complex IT strategy. This tool provides an
outline that allows CIOs to develop a simple, yet effective IT strategic plan.
Complete all the sections, using the instructions provided. Each section contains an example that
can be removed once the document is complete.
[Insert Company Name] IT Strategic Plan
Author: [Insert Name]
Created on: [Insert Date]
Last Modified on: [Insert Date]
Executive Introduction (Summary) & Thesis Statement
Introduce the IT Strategic Plan. Give a summary of what is in the document. The Execuvtive
Summary should be a 30 second read and give a clear understanding of what is in the document.
In the last paragraph, include a thesis statement.
Example: This IT Strategic Plan lays out the one, two, and three year plans for MarkO Ltd, with
regards to IT Areas of Applications Development, Networking, Operating Systems, Databases,
Organization, and Hardware; and the ability for this plan to support the business initiatives of the
company.
Strategic IT Mission, IT Vision, and Horizon Statements
Include the IT Mission and IT Vision Statement here. Also, specify the time periods to which this
plan pertains.
Example:
“The mission of this company is to …..”
“This Company will be the ….”
“This plan is expected to cover the period from 01/Sept/2013 to 31/Aug/2015, with strategic plans
for each year noted.”
Purpose of Plan
Indicate the reason for creating this IT strategic plan. Specify what the plan will accomplish.
2
ISM645 Strategic Information Technology Planning v1.1
Example:
The purpose of this plan is to help our company achieve its IT Strategy. It is meant as a guide to
decision making in IT. Incoming tasks to IT will be prioritized and executed (as much as possible)
using this plan as a guide. While exceptions may occur, they should be exceptions, not the
everyday rule.
Corporate Strategy
Describe the strategy of the enterprise. Obtain this information from the CEO or a publication
from top executives.
Example:
Our business strategy is to retain existing customers through continuing to improve our existing
product line as well as gain new customers though aggressive marketing campaigns. We may
also expand the spending of our existing customers by developing other related product lines.
Business Initiatives to Support Corporate Strategy
List the business initiatives that are planned for the period that will support the business strategy.
Example:
Strategy Name Business Initiative Target Completion
Date
Expected
Impact
Retain Existing
Customers
Loyalty Campaign Q1 +10%
Renewal
Rate
Mail Out Satisfac.
Technology Transfer and Under-License Manufacturing in Pharmaceutical Industr...
- The document discusses technology transfer in the pharmaceutical industry based on guidelines from ISPE, WHO, and ICH.
- It provides an overview of key stages in a technology transfer project including forming a transfer team, developing transfer documentation, conducting training and trials, and finalizing the transfer.
- Effective project management, clear communication between sending and receiving units, and addressing any gaps are identified as important factors for a successful technology transfer.
Andrew Buck Cv11
Andrew Buck has over 20 years of experience leading technology programs and portfolios in financial services, insurance, and healthcare. He specializes in program/portfolio management, PMO leadership, and strategic technology alignment. Currently he is Vice President of the PMO at Morgan Stanley, where he manages a $200M technology portfolio and led improvements to project delivery practices. Previously he held similar leadership roles at Thomson Reuters, Standard & Poor's, and AXA Financial.
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Sherif_CV_
Sherif Abdel Rahman Mahmoud is an experienced IT Director currently working at Savola Foods Egypt. He has over 20 years of experience implementing and managing various ERP systems such as Microsoft Dynamics AX, Oracle Applications, and Scala Business Solutions. He holds a B.Sc. in Commerce and several technical certifications. His career objective is to find a challenging role as an IT Director.
Facilitator Guide Marking Guide BSBADM504 Plan and impleme.docx
Facilitator Guide Marking Guide
BSBADM504 Plan and implement administrative systems 1st edition version: 1
© 2015 Innovation and Business Industry Skills Council Ltd
Marking Guide
Assessment Task 2: Monitor administrative system
Candidate’s Name Phone No.
Assessor’s Name Phone No.
Assessment Site
Assessment Date/s Time/s
Outcomes
Did the candidate submit:
Satisfactory
Yes No
A list of performance standards, guidelines or KPIs for the
administrative system relevant to determining usage, security or output
performance?
A monitoring report?
A communication to users outlining changes to system or procedures
that will affect users?
An induction plan?
Copies of relevant policies and procedures followed to monitor system
performance and develop an induction plan; for example Privacy Policy,
Anti-discrimination Policy, Procurement Policy, Training Policy?
The assessment task within agreed timeframe?
Facilitator Guide Marking Guide
BSBADM504 Plan and implement administrative systems 1st edition version: 1
© 2015 Innovation and Business Industry Skills Council Ltd
Performance Indicators
Did the candidate:
Satisfactory
Yes No
Monitor system for usage, security and output in accordance with
organisational requirements.
In report:
● identify usage, security and output data relevant to performance
of administrative system; including charts or graphs as
appropriate
● analyse system performance
● present supported recommendations to implement two of the
four modifications; at least one of which addresses a changing
business need (e.g. budget variation)
● follow any applicable organisational monitoring or reporting
procedures that apply.
Modify system to meet changing needs in accordance with
organisational requirements.
In report:
● present and evaluate at least four options for potential
modification of system or procedures
● present supported recommendations to implement two of the
four modifications; at least one of which addresses a changing
business need, such as:
○ a change in the purpose or use of the system
○ a change in user requirements
○ a change in size of the system or expansion of the system
to cover new areas
○ a change in technology.
Clearly identify further modifications and notify users.
● In communication with users, use communication skills to clearly
outline any changes relevant to users and build support.
Facilitator Guide Marking Guide
BSBADM504 Plan and implement administrative systems 1st edition version: 1
© 2015 Innovation and Business Industry Skills Council Ltd
Did the candidate:
Satisfactory
Yes No
Monitor staff training needs and train new staff on administrative
system.
In induction plan:
● identify the skills required to perform the relevant administrative
task
● a pathway for learning these skills using an appropriate mode of
delivery (such as online or face-to ...
Ibrahim alamri cv 20199 new
3. Technology Assurance
• Manage the use of operational information gathered from IT and NT operations to estimate higher level satisfaction / impacts from what the overall technology organization delivers and achieves
• Assure this information applied in systematic improvement activities beyond / above routine operational performance activities – drive additional activities for Quality in design, build and operate process stages
• Oversee conducting the in-depth quality & performance analysis and generate reports to drive improvement actions in the NT and IT organizations as required
Similar to Observations on just culture development for VNA (20)
The moving force behind IT decisions are variable as to what context.pdf
The moving force behind IT decisions are variable as to what context.pdf
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Practical tips for implementing corporate performance management system
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1 ISM645 Strategic Information Technology Planning v1.1 .docx
1 ISM645 Strategic Information Technology Planning v1.1 .docx
1 ISM645 Strategic Information Technology Planning v1.1 .docx
1 ISM645 Strategic Information Technology Planning v1.1 .docx
Technology Transfer and Under-License Manufacturing in Pharmaceutical Industr...
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Facilitator Guide Marking Guide BSBADM504 Plan and impleme.docx
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Observations on just culture development for VNA
- 1. 5Echo Amplifying Your Assets Initial Observations of Just Culture Development for Vietnam Airlines Paper presented August 2018 The frameworks selected are suitable for the task of providing a framework for VNA, although it was noticed that VNA also has a modified model which it intends to retain (see notes from feedback). However, the information provided from your desktop analysis (17 pages) covers the technical aspects of the project and I suspect the greater challenges to shifting to a Just Safety Culture will include the following as with other clients: • Production of an outline plan covering the following as a minimum: • The reason/benefits for moving to a Just Culture • The legal imperative of a Just Culture • Management expectations of adoption • Key components - includes SMS and Safety Reporting • The benchmarks for success • Technical aspects • Implementation strategy and schedule • Financial support - budget and major expenses • Changes required to key areas such as risk, investigations, reporting, discipline • Incentives (positive as well as punishment) • Required enhancements to technology • Points of contact - must include staff from every key area of service from HR to flight line. • Production of the Policies and Procedures to support a Just Safety Culture. This should be produced by VNA staff. • Adjusted safety statements to reflect a Just culture - printed and framed public statements supporting a Just Culture. • Ensuring a Just Safety Culture component is included in the employee culture questionnaire. • Demonstration of management ‘buy in’ - this initiative must be driven from the top and reflect in KPIs. • Change strategy for implementation - educating and implementing (posters, video, in meeting agendas etc over an extended period of time). • Implementation Plan - phased in over time. • Communication Plan for monitoring and reporting of the new Just Safety Culture. • Inserting Just Culture information into every single training course attended by VNA and related staff City House 36 Robinson Road #13-01 Singapore 068877 Tel: +60 16 66 66930
- 2. 5Echo • Training packages for: • Train the trainer - for those who will train and monitor the staff with safety related training duties. • Trainers. • Retraining of all management and staff who are required to investigate safety related matters. • Induction of new employees. • Induction and briefings for all contractors. • Continuation training - all staff (probably e-Learning with inbuilt assessment). • e-Learning. • Quality Control Plan including related measures to gauge progress/success, especially in the timely reporting of near misses and actions to correct them. Another major area to be measured are trends. How much of this work you are expected to deliver and how much needs to be addressed by VNA is probably the next discussion. In other client organisations that team to implement such a large cultural shift are not limited to those with Safety Management Responsibilities. Such experts are supported by people from all areas giving fresh insight into implementation challenges as well as safety incidents. It is our experience that unless the above foundation is completed (and is consistent) that the changes of a successful cultural shift are greatly reduced. Mark Dickson Executive Director 5Echo Inc 13th August 2018 Page 2