Management consultants, subject matter experts, facilitators, and workshop leaders for the business side of government information technology. Specializing in the P2C2 Group's Quick Tasks.
Paroma Enterprises Limited Uganda for the last 5 years have been promoting practical entrepreneurship mainly extending practical and business skills to emerging, potential and existing entrepreneurs whereby through their services over 50,000 people have benefited with their services.
However most of the beneficiaries have been coming to their centers for the services and concentration being mainly in the Central Region.
According to the research made by this team, we realized even people in upcountry districts need these services so that they create alternative sources of income, acquire new skills in modern Agricultural projects, value addition, industrial processing, resources utilization, modern trade & general trade, international trade requirements, branding, sales & marketing for the sake of jobs creation, control of rural urban migration and encouragement of rural technological development.
This project covers all sectors in Micro, Small, Medium Enterprises (MSMEs) in Uganda and East Africa.
Topics during this Programme:
• Introduction to Micro, Small & Medium Enterprises (MSME)
• Hands on/Basics of Practical Entrepreneurship and MSME management)
• Import and Export trade – The market requirements
• Introduction to all locally productive small and medium scale projects
• Resources identification and possible utilization for jobs creation
• Social responsibility and Co-existence
• Environmental protection and development
• Information on the current Uganda Government interventions/incentives for MSME
• Guide on industrial possible projects on small and medium scale
• Career match
• Self-help groups formation/CSOs/NGOs/CBO/Societies/Foundations
• Legalities
• Entrepreneurship Development, Customer care, Entrepreneurial Competencies, Entrepreneurship process, Legal Issues in Business, Formulating Business Plan
NOTE: We specialize in Industrial trainings, Modern Agricultural Skills transfer, Value addition, Resources Identification & utilization, Export & Import information/International trade, Local assorted MSMEs/projects, Branding, sales & Marketing.
IT Governance – The missing compass in a technology changing worldPECB
Oladapo Ogundeji, CTO of Digital Jewels Ltd, gave a presentation on IT governance and its importance in today's technology changing world. He discussed that IT governance provides a formal process to define IT strategy and oversee its execution to achieve business goals. It also helps balance priorities like maximizing returns, increasing agility, and mitigating risks. Ogundeji covered frameworks like COBIT 5 and ISO 38500 that provide guidance on implementing IT governance and highlighted critical success factors like executive commitment, focus on execution, and competence in resources.
This document describes an IT capability assessment service offered by Insubric Limited. The service answers common questions organizations have about leveraging their IT capabilities. It involves a STEP framework to evaluate the effectiveness and efficiency of an organization's IT function. The assessment provides a RAG status of elements like architecture, technology, organization, and governance. It acts as a catalyst for transforming IT capabilities to better support the business as needed.
Transforming Construction with Knowledge ManagementShelley Armato
Imagine a world where everyone is on the same page? A world where turnover is done at the end of the project? OCIP and CIP closed out? This is the world we have created! #jointherevolution!
This document outlines a 7-step approach called SMARTER CPICSM to improving an agency's capital planning and investment control (CPIC) process. The steps are: 1) Solve CPIC at the enterprise level by making agency-wide decisions. 2) Manage CPIC for compliance and scores by focusing on governance. 3) Automate the CPIC process to reduce paperwork. 4) Review and correct investments continuously throughout the year. 5) Transform programs and IT using e-government. 6) Empower teams by providing access to best practices and collaboration tools. 7) Reallocate resources away from low-performing investments and toward areas that provide the highest returns.
Somdipa Majumdar is a software engineer with over 2 years of experience working with Oracle Utilities Customer Care and Billing (CC&B) software. She has experience in CC&B implementations, support and enhancement projects for clients in Saudi Arabia, Turkey, and India. Her skills include Oracle CC&B administration, testing, and working with technologies like HTML, Java Script, Oracle SQL, and Linux. She holds a Bachelor's degree in Computer Science Engineering.
If you’re managing software projects as part of your IT portfolio, you might be missing out on critical information causing delays or issues. Most portfolio-level insights can identify that projects might be delayed and which applications might be at risk, but often fail to provide information to explain why that’s happening or how it can be remedied.
Paroma Enterprises Limited Uganda for the last 5 years have been promoting practical entrepreneurship mainly extending practical and business skills to emerging, potential and existing entrepreneurs whereby through their services over 50,000 people have benefited with their services.
However most of the beneficiaries have been coming to their centers for the services and concentration being mainly in the Central Region.
According to the research made by this team, we realized even people in upcountry districts need these services so that they create alternative sources of income, acquire new skills in modern Agricultural projects, value addition, industrial processing, resources utilization, modern trade & general trade, international trade requirements, branding, sales & marketing for the sake of jobs creation, control of rural urban migration and encouragement of rural technological development.
This project covers all sectors in Micro, Small, Medium Enterprises (MSMEs) in Uganda and East Africa.
Topics during this Programme:
• Introduction to Micro, Small & Medium Enterprises (MSME)
• Hands on/Basics of Practical Entrepreneurship and MSME management)
• Import and Export trade – The market requirements
• Introduction to all locally productive small and medium scale projects
• Resources identification and possible utilization for jobs creation
• Social responsibility and Co-existence
• Environmental protection and development
• Information on the current Uganda Government interventions/incentives for MSME
• Guide on industrial possible projects on small and medium scale
• Career match
• Self-help groups formation/CSOs/NGOs/CBO/Societies/Foundations
• Legalities
• Entrepreneurship Development, Customer care, Entrepreneurial Competencies, Entrepreneurship process, Legal Issues in Business, Formulating Business Plan
NOTE: We specialize in Industrial trainings, Modern Agricultural Skills transfer, Value addition, Resources Identification & utilization, Export & Import information/International trade, Local assorted MSMEs/projects, Branding, sales & Marketing.
IT Governance – The missing compass in a technology changing worldPECB
Oladapo Ogundeji, CTO of Digital Jewels Ltd, gave a presentation on IT governance and its importance in today's technology changing world. He discussed that IT governance provides a formal process to define IT strategy and oversee its execution to achieve business goals. It also helps balance priorities like maximizing returns, increasing agility, and mitigating risks. Ogundeji covered frameworks like COBIT 5 and ISO 38500 that provide guidance on implementing IT governance and highlighted critical success factors like executive commitment, focus on execution, and competence in resources.
This document describes an IT capability assessment service offered by Insubric Limited. The service answers common questions organizations have about leveraging their IT capabilities. It involves a STEP framework to evaluate the effectiveness and efficiency of an organization's IT function. The assessment provides a RAG status of elements like architecture, technology, organization, and governance. It acts as a catalyst for transforming IT capabilities to better support the business as needed.
Transforming Construction with Knowledge ManagementShelley Armato
Imagine a world where everyone is on the same page? A world where turnover is done at the end of the project? OCIP and CIP closed out? This is the world we have created! #jointherevolution!
This document outlines a 7-step approach called SMARTER CPICSM to improving an agency's capital planning and investment control (CPIC) process. The steps are: 1) Solve CPIC at the enterprise level by making agency-wide decisions. 2) Manage CPIC for compliance and scores by focusing on governance. 3) Automate the CPIC process to reduce paperwork. 4) Review and correct investments continuously throughout the year. 5) Transform programs and IT using e-government. 6) Empower teams by providing access to best practices and collaboration tools. 7) Reallocate resources away from low-performing investments and toward areas that provide the highest returns.
Somdipa Majumdar is a software engineer with over 2 years of experience working with Oracle Utilities Customer Care and Billing (CC&B) software. She has experience in CC&B implementations, support and enhancement projects for clients in Saudi Arabia, Turkey, and India. Her skills include Oracle CC&B administration, testing, and working with technologies like HTML, Java Script, Oracle SQL, and Linux. She holds a Bachelor's degree in Computer Science Engineering.
If you’re managing software projects as part of your IT portfolio, you might be missing out on critical information causing delays or issues. Most portfolio-level insights can identify that projects might be delayed and which applications might be at risk, but often fail to provide information to explain why that’s happening or how it can be remedied.
This whitepaper discusses the need for public sector organizations to adopt a "two-speed IT" model to balance the need for speed and stability. It proposes having both a traditional enterprise IT function as well as a high-speed IT function to enable rapid experimentation. The high-speed IT function would use agile methods, lean governance, and emerging technologies to quickly develop and test minimum viable products. It provides examples of how organizations have set up separate high-speed IT teams and frameworks for determining which projects are suitable for each type of IT function. Adopting this two-speed model could help public sector organizations improve agility and mission outcomes.
The document outlines an IT New Project Introduction Process (IT-NPI) used to deliver IT solutions. It consists of 8 phases: Discovery, Analysis, Design, Development, Test, Deployment, and Support & Sustain. Each phase has defined entry and exit criteria as well as deliverables. The process aims to deliver high quality, on-time and on-budget projects through collaboration between business and IT stakeholders.
Read how Synoptek has proven to be an excellent partner for companies looking to streamline their IT infrastructure, efficiently manage operations globally and reduce operating costs.
Data and Findings - Accelerating IT Transformation with DATAMatt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business* With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
One of the largest global automotive retailers engaged an expert to improve their IT service delivery and support across business functions. The expert conducted an assessment, identified issues with the outsourced environment, and developed a plan to resolve incidents impacting business. Key projects were identified and prioritized. Issues with outsourced service delivery, email and intranet performance were resolved. Risks were mitigated and projects delivered, improving operations and enabling business strategies.
Mountainview ITSM: Reducing Project failure by integrating PMBoK and ITSMJerry Kopan
The document summarizes Jerry Kopan's upcoming presentation on reducing IT project failure rates by integrating project management (PMBoK) and IT service management (ITIL). The presentation will provide an overview of:
- How PMBoK and ITIL concepts relate to project management
- Some differences between the frameworks that can impact IT projects
- Recommendations for integrating the project management office (PMO) and IT service management organization to successfully deliver IT projects.
This webinar was hosted by Ignyte Assurance Platform and MAGNET: The Manufacturing Advocacy and Growth Network.
Recorded on 15 June 2021, it was designed for small and medium businesses struggling with the copious amount of required cybersecurity regulations, where we’ll cover these questions and more such as:
How to protect your assets from cyber threats and attacks
Guidance on the latest and necessary cybersecurity requirements and legislations
Find out what your business needs to comply with and what it takes to get there in the shortest possible time
Learn what’s the most efficient way to maximize your efforts and resources in cybersecurity
Understanding IT Strategy, Sourcing and Vendor RelationshipsGoutama Bachtiar
This document discusses IT strategy, sourcing, and vendor relationships. It covers key topics such as:
1. Aligning IT strategy with business strategy and exploring different IT governance models.
2. Examining IT operating plans and sourcing strategies, including discussions of outsourcing, offshoring, and the outsourcing lifecycle.
3. Important considerations for commencing relationships with IT vendors, including vendor selection, contracts, and financial stability.
Leveraging Full Adoption for Demand Management and Capacity PlanningCA Technologies
See Matt Morgan's from UnitedHealth Group, Optum Technology presentation on leveraging full adoption for demand management and capacity planning.
For more information, please visit http://cainc.to/Nv2VOe
IT Performance Measurement using IT Governance MetricPECB
Using IT Governance as a tool for measuring IT performance. COBIT 5 has provided generic metrics at strategic levels [Enterprise metrics], Tactical level [IT Goals metrics] and Operation Level [Process metrics]. We will highlight the benefits and objectives of the measurements, and then provide an approach along with suggestions on the time/frequency of measurement.
This webinar covers the following:
• An Overview of IT Governance
• Why and What to measure – Benefits and Objectives
• How and When to measure – Approach and Schedule
Presenter:
Oladapo Ogundeji's professional career extends over 18 years of experience focused on enhancing the strategic value of ICT in organizations through process re-engineering, strategic planning and project management for corporate objective & strategy that address business opportunities and issues.
Link of the recorded session published on YouTube: https://youtu.be/TOG3RPp1g0c
Using balanced scorecard to build a project focused org (no logo)Glen Alleman
The document discusses using a Balanced Scorecard approach to build a project-focused IT organization at the Rocky Flats Environmental Technology Site. As the site undergoes cleanup and closure, the IT organization aims to use technology to reduce labor needs, never impede closure progress, and withdraw services as closure processes finish. The Balanced Scorecard approach helps connect IT strategy to tactical project delivery and determine where to invest resources to achieve value, while measuring performance and linking investments to strategy.
PPT_Management of Large and Complex Software ProjectsSudipta Das
This document is a project report on managing large and complex software projects. It discusses the implications of large projects, challenges they present, and how to successfully implement them. It analyzes factors that contribute to software complexity and common reasons large projects fail. The report also examines tools and methodologies used to manage complex projects, including Gantt charts, PRINCE methodology, and MasterCraft software. Case studies demonstrate how companies like HP have partnered with clients like Bank of India to deliver complex projects.
The document describes a Fast Track Implementation Program offered by Performance Analytics Corporation to accelerate the deployment of a Business Planning and Consolidation application. The program aims to deliver a production-ready application within 6-8 weeks through a focused scope, intensive schedule, and emphasis on knowledge transfer. Key aspects include:
- Deploying one application with standard functionality and up to 9 dimensions and 500 members
- Using 2 existing data sources and delivering 8 reports and templates
- Dividing the 6 week timeline among planning, building, testing, deployment, and training activities
- Requiring client preparation of requirements and master data in standard formats
In the last past months we at RockeTier were working with several large organizations in three aspects: 1) boosting existing software performance (lean projects); 2) design new systems which are capable process billions of events per day based on commodity hardware and software and 3) establishing processes in large organization that support the life cycle of performance from event management, problem management to establishing a continues performance boosting to the organization systems from RFI to production. This presentation was presented to a large telecommunication industry company. This company is considering implementing a 360 degrees performance boosting project along its main product lines.
Primavera P6 Analytics provides business intelligence capabilities for Oracle's Primavera P6 EPPM product. The latest release, version 3.2, expands support for asset-intensive industries and includes new features like schedule adherence metrics and resource/role hierarchies. It also provides access to Oracle Maps and supports the latest Oracle BI platform version.
This document discusses whether "high performance" project management is possible. It notes that currently many projects fail to meet expectations, are over budget and schedule, and have unhappy stakeholders. The document then outlines some approaches that aim to improve project success rates, such as the OPM3 standard, which links projects to corporate strategy and defines processes for project, program and portfolio management. Implementing a methodology like OPM3 through assessment and process improvement could help organizations better deliver projects that meet requirements on time and budget with satisfied customers and stakeholders.
The document outlines a quality management integration plan for a project to design a SharePoint 2010 data document library website for the 4th Brigade, 3rd Infantry Division. It discusses selecting the Capability Maturity Model Integration as the quality system, analyzing quality dimensions using David Garvin's eight dimensions of quality, and using a combination of Lean Six Sigma and Design for Six Sigma as the quality process improvement tools and techniques. Weekly progress reports and testing will be used to monitor quality.
This document discusses project management and PRINCE2 methodology. It defines PRINCE2 as a project management framework for managing projects within a defined life cycle. It outlines reasons for project failure such as lack of planning and overcomplexity. The document then discusses key aspects of PRINCE2 including its processes, components, techniques, and structure. It emphasizes that PRINCE2 defines the management process without dictating tools. Finally, it provides steps for implementing PRINCE2 within an organization.
How to select the best business continuity strategy and solution?PECB
This webinar covers underlying principles for the selection of a Business Continuity solution and the tiers of Business Continuity. Within these segments we will analyze different tiers and strategies, from Rebuilt and restoration strategy to mirror site. Also, a list of BCM strategy considerations related to business trends and emerging technologies will be provided.
Main points covered:
• The underlying principles for the selection of a Business Continuity solution and the tiers of Business Continuity
• Analyze different tiers and strategies
• BCM strategy considerations related to business trends
Presenter:
The webinar was presented by Silvana Tomic Rotim. She has 20 years of rich work experience in the development and delivery of business and ICT consulting services for public and private sector. She has more than 15 years of experience in leading, coordinating and managing of different consulting project teams in more than 50 consulting projects
Link of the recorded webinar published on YouTube: https://youtu.be/F79enht3IEY
P2C2 Group's Quick Tasks for IT Enterprise ManagementJim Kendrick
For more than 12 years, we have been a leader in helping Federal agencies and prime contractors plan, manage, and improve major investments for information technology. Now we bring you QUICK TASKS
This whitepaper discusses the need for public sector organizations to adopt a "two-speed IT" model to balance the need for speed and stability. It proposes having both a traditional enterprise IT function as well as a high-speed IT function to enable rapid experimentation. The high-speed IT function would use agile methods, lean governance, and emerging technologies to quickly develop and test minimum viable products. It provides examples of how organizations have set up separate high-speed IT teams and frameworks for determining which projects are suitable for each type of IT function. Adopting this two-speed model could help public sector organizations improve agility and mission outcomes.
The document outlines an IT New Project Introduction Process (IT-NPI) used to deliver IT solutions. It consists of 8 phases: Discovery, Analysis, Design, Development, Test, Deployment, and Support & Sustain. Each phase has defined entry and exit criteria as well as deliverables. The process aims to deliver high quality, on-time and on-budget projects through collaboration between business and IT stakeholders.
Read how Synoptek has proven to be an excellent partner for companies looking to streamline their IT infrastructure, efficiently manage operations globally and reduce operating costs.
Data and Findings - Accelerating IT Transformation with DATAMatt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business* With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
One of the largest global automotive retailers engaged an expert to improve their IT service delivery and support across business functions. The expert conducted an assessment, identified issues with the outsourced environment, and developed a plan to resolve incidents impacting business. Key projects were identified and prioritized. Issues with outsourced service delivery, email and intranet performance were resolved. Risks were mitigated and projects delivered, improving operations and enabling business strategies.
Mountainview ITSM: Reducing Project failure by integrating PMBoK and ITSMJerry Kopan
The document summarizes Jerry Kopan's upcoming presentation on reducing IT project failure rates by integrating project management (PMBoK) and IT service management (ITIL). The presentation will provide an overview of:
- How PMBoK and ITIL concepts relate to project management
- Some differences between the frameworks that can impact IT projects
- Recommendations for integrating the project management office (PMO) and IT service management organization to successfully deliver IT projects.
This webinar was hosted by Ignyte Assurance Platform and MAGNET: The Manufacturing Advocacy and Growth Network.
Recorded on 15 June 2021, it was designed for small and medium businesses struggling with the copious amount of required cybersecurity regulations, where we’ll cover these questions and more such as:
How to protect your assets from cyber threats and attacks
Guidance on the latest and necessary cybersecurity requirements and legislations
Find out what your business needs to comply with and what it takes to get there in the shortest possible time
Learn what’s the most efficient way to maximize your efforts and resources in cybersecurity
Understanding IT Strategy, Sourcing and Vendor RelationshipsGoutama Bachtiar
This document discusses IT strategy, sourcing, and vendor relationships. It covers key topics such as:
1. Aligning IT strategy with business strategy and exploring different IT governance models.
2. Examining IT operating plans and sourcing strategies, including discussions of outsourcing, offshoring, and the outsourcing lifecycle.
3. Important considerations for commencing relationships with IT vendors, including vendor selection, contracts, and financial stability.
Leveraging Full Adoption for Demand Management and Capacity PlanningCA Technologies
See Matt Morgan's from UnitedHealth Group, Optum Technology presentation on leveraging full adoption for demand management and capacity planning.
For more information, please visit http://cainc.to/Nv2VOe
IT Performance Measurement using IT Governance MetricPECB
Using IT Governance as a tool for measuring IT performance. COBIT 5 has provided generic metrics at strategic levels [Enterprise metrics], Tactical level [IT Goals metrics] and Operation Level [Process metrics]. We will highlight the benefits and objectives of the measurements, and then provide an approach along with suggestions on the time/frequency of measurement.
This webinar covers the following:
• An Overview of IT Governance
• Why and What to measure – Benefits and Objectives
• How and When to measure – Approach and Schedule
Presenter:
Oladapo Ogundeji's professional career extends over 18 years of experience focused on enhancing the strategic value of ICT in organizations through process re-engineering, strategic planning and project management for corporate objective & strategy that address business opportunities and issues.
Link of the recorded session published on YouTube: https://youtu.be/TOG3RPp1g0c
Using balanced scorecard to build a project focused org (no logo)Glen Alleman
The document discusses using a Balanced Scorecard approach to build a project-focused IT organization at the Rocky Flats Environmental Technology Site. As the site undergoes cleanup and closure, the IT organization aims to use technology to reduce labor needs, never impede closure progress, and withdraw services as closure processes finish. The Balanced Scorecard approach helps connect IT strategy to tactical project delivery and determine where to invest resources to achieve value, while measuring performance and linking investments to strategy.
PPT_Management of Large and Complex Software ProjectsSudipta Das
This document is a project report on managing large and complex software projects. It discusses the implications of large projects, challenges they present, and how to successfully implement them. It analyzes factors that contribute to software complexity and common reasons large projects fail. The report also examines tools and methodologies used to manage complex projects, including Gantt charts, PRINCE methodology, and MasterCraft software. Case studies demonstrate how companies like HP have partnered with clients like Bank of India to deliver complex projects.
The document describes a Fast Track Implementation Program offered by Performance Analytics Corporation to accelerate the deployment of a Business Planning and Consolidation application. The program aims to deliver a production-ready application within 6-8 weeks through a focused scope, intensive schedule, and emphasis on knowledge transfer. Key aspects include:
- Deploying one application with standard functionality and up to 9 dimensions and 500 members
- Using 2 existing data sources and delivering 8 reports and templates
- Dividing the 6 week timeline among planning, building, testing, deployment, and training activities
- Requiring client preparation of requirements and master data in standard formats
In the last past months we at RockeTier were working with several large organizations in three aspects: 1) boosting existing software performance (lean projects); 2) design new systems which are capable process billions of events per day based on commodity hardware and software and 3) establishing processes in large organization that support the life cycle of performance from event management, problem management to establishing a continues performance boosting to the organization systems from RFI to production. This presentation was presented to a large telecommunication industry company. This company is considering implementing a 360 degrees performance boosting project along its main product lines.
Primavera P6 Analytics provides business intelligence capabilities for Oracle's Primavera P6 EPPM product. The latest release, version 3.2, expands support for asset-intensive industries and includes new features like schedule adherence metrics and resource/role hierarchies. It also provides access to Oracle Maps and supports the latest Oracle BI platform version.
This document discusses whether "high performance" project management is possible. It notes that currently many projects fail to meet expectations, are over budget and schedule, and have unhappy stakeholders. The document then outlines some approaches that aim to improve project success rates, such as the OPM3 standard, which links projects to corporate strategy and defines processes for project, program and portfolio management. Implementing a methodology like OPM3 through assessment and process improvement could help organizations better deliver projects that meet requirements on time and budget with satisfied customers and stakeholders.
The document outlines a quality management integration plan for a project to design a SharePoint 2010 data document library website for the 4th Brigade, 3rd Infantry Division. It discusses selecting the Capability Maturity Model Integration as the quality system, analyzing quality dimensions using David Garvin's eight dimensions of quality, and using a combination of Lean Six Sigma and Design for Six Sigma as the quality process improvement tools and techniques. Weekly progress reports and testing will be used to monitor quality.
This document discusses project management and PRINCE2 methodology. It defines PRINCE2 as a project management framework for managing projects within a defined life cycle. It outlines reasons for project failure such as lack of planning and overcomplexity. The document then discusses key aspects of PRINCE2 including its processes, components, techniques, and structure. It emphasizes that PRINCE2 defines the management process without dictating tools. Finally, it provides steps for implementing PRINCE2 within an organization.
How to select the best business continuity strategy and solution?PECB
This webinar covers underlying principles for the selection of a Business Continuity solution and the tiers of Business Continuity. Within these segments we will analyze different tiers and strategies, from Rebuilt and restoration strategy to mirror site. Also, a list of BCM strategy considerations related to business trends and emerging technologies will be provided.
Main points covered:
• The underlying principles for the selection of a Business Continuity solution and the tiers of Business Continuity
• Analyze different tiers and strategies
• BCM strategy considerations related to business trends
Presenter:
The webinar was presented by Silvana Tomic Rotim. She has 20 years of rich work experience in the development and delivery of business and ICT consulting services for public and private sector. She has more than 15 years of experience in leading, coordinating and managing of different consulting project teams in more than 50 consulting projects
Link of the recorded webinar published on YouTube: https://youtu.be/F79enht3IEY
P2C2 Group's Quick Tasks for IT Enterprise ManagementJim Kendrick
For more than 12 years, we have been a leader in helping Federal agencies and prime contractors plan, manage, and improve major investments for information technology. Now we bring you QUICK TASKS
This short blog post promotes the services of the P2C2 Group, Inc., which provides quick task and project management office (PMO) solutions to help clients achieve long-term results. The P2C2 Group is an expert in corporate performance improvement and change management that can assist with tasks and solutions.
This document lists quick task services provided by P2C2 Group including integrated baseline reviews, operational analysis reviews, post-implementation reviews, cost benefit analyses, acquisition plans, performance measurement, and change management action plans. P2C2 Group is a management consulting firm led by President Jim Kendrick that specializes in change management and providing subject matter experts and workshop leaders.
This document provides a template for conducting an operational analysis review of a federal IT system or investment. The template includes sections for identifying the system, summarizing the lifecycle and review findings, assessing performance indicators, customer satisfaction, operational costs, stakeholder input, and an overall operational assessment. The purpose of the review is to evaluate ongoing performance against established goals and identify any issues to inform future investment decisions.
This document provides an overview of Earned Value Management Systems (EVMS). It begins with definitions of EVMS, what it measures, and how it helps assess project performance. It then discusses the key components of EVMS including integration with project management, the 32 criteria in the ANSI standard, and formulas used in analysis. Examples are provided to illustrate EVMS concepts including a cookie baking project. The document concludes with a discussion of software tools to support EVMS implementation.
4. Capital Planning & Investment ControlCapital Planning & Investment Control
DHS Federal Law Enforcement Training Center
• Full CPIC Documentation, e‐Learning
– IT Strategic Plan
– OMB Exhibit 300
– Privacy Impact Assessment
– Functional Statement of Need
– Feasibility Study
– Requirements Analysis
– Concept of Operations
– Mission Needs Statement
– Analysis of Alternatives and CBA
– Market Analysis/Research
– Risk Analysis/Risk Management Plan
– Independent Government Cost Estimate
– Acquisition Plan
– Project Plan (MPP)
– Implementation Plan
– System Security Plan
Department of Veterans Affairs
• Support for implementation of eCPIC
including guidance and cloud application
processes. Support for OMB 53 and 300A.
Federal Reserve Bank of Richmond
• Exhibit 300 Support for Treasury’s Intra‐
Governmental Payment and Collection
(IPAC) System
– Complete and remediate annual Exhibit 300,
support monthly OMB Dashboard Report, support
EVM data and FMS Control Lite process, and
participate in weekly teleconference calls.
• Cost Benefit Analysis for the Automated
Standard Application for Payments (ASAP)
– Collaborate with FRBR and Treasury’s Financial
Management Service in conducting a detailed
CBA.
4
Additional Work: USDA, DHS, IRS, DOL, USAID
7. Performance AnalysisPerformance Analysis
Department of Labor
• Enterprise‐Wide Plan for Implementing
Earned Value Management System (EVMS)
The P2C2 team supported DOL CIO Programs in identifying,
acquiring, and implementing an EVMS that was accepted by
OMB. The P2C2 team was responsible for:
– EVMS Requirements Analysis
– Gap Analysis
– Alternatives Analysis for Software Support
– Project Management Plan
– User Guide
– Draft DOL Policies for EVMS
– Evaluation of the Rollout
– Mapping EVMS to the planned (new) core financial
system
Department of Education
• Operational Analysis Review of MSIX
Department of Commerce
• Agency‐Wide Operational Analysis Review of
MBDA
HHS Health Resources and Services
Administration
• Integrated Baseline Review (IBR) for EHB and
BHCMIS
DOL Veterans Employment and Training Service
• Global Customer Satisfaction Survey of the
National Guard and Reserve Members
regarding USERRA
The P2C2 team was responsible for designing, conducting,
and evaluating the results of a nation‐wide survey of National
Guard and Reserve members returning from active service.
The P2C2 team also provided expert services in the areas of
research design, sampling, questionnaire development, data
collection, statistical analysis, and evaluation.
In addition to technical and analytical skills, the P2C2 team
provided assistance to DOL in solidifying a cooperative
agreement with the Department of Defense (DOD) for joint
participation in the survey. Work included compliance with
OMB Information Collection requirements and a technical
review by DOL’s Bureau of Labor Statistics.
Department of the Interior
• Integrated Baseline Review (IBR) for the
Incident Management Analysis & Reporting
System (IMARS)
7
9. Business InformationBusiness Information
AGENCY EXPERIENCE
• Agriculture
• Commerce
• Education
• Homeland Security
• Health and Human Services
• Interior
• Justice
• Labor
• Treasury
• Executive Office of the President
• Federal Reserve Bank of Richmond
• Small Business Administration
• USAID
9
CORPORATE INFORMATION
President: James (Jim) Kendrick
Incorporation: Maryland, 2001
D&B: 018494414
Primary NAICS: 541611
Business Insurance: The Hartford
CCR Registration? Yes
ORCA? Yes
Small Business? Yes
CONTACT INFORMATION
P2C2 Group, Inc.
4101 Denfeld Avenue
Kensington, MD 20895
301‐942‐7985
info@p2c2group.com
www.p2c2group.com
Blog:
http://jimkendrick.blogspot.com