The document outlines strategies for implementing a performance excellence approach across RHCs to achieve performance improvement targets. It defines performance excellence as a systematic methodology and tools to deliver excellence in all operations. A multi-step process is described to build awareness, with implementation beginning in early 2012 and measures of success focusing on completing training and achieving savings identified in budgets. Standard project charter and financial impact analysis forms were also endorsed to monitor performance excellence projects.
This document provides information about a 5-day training seminar on project management titled "Project Management for Results". The seminar will be held from October 4-8, 2010 in Arlington, VA and offers 35 PDUs and 30 CPE credits. Over the 5 days, participants will learn about project initiation, planning, execution, closing, tracking projects, using earned value management tools, understanding the project life cycle, developing a work breakdown structure, and other project management skills and methodologies according to the PMBOK. The seminar is aimed at project managers, program managers, procurement managers, IT specialists, and others involved in project management. Attending the seminar will help professionals bring projects from initiation to execution,
The document discusses the results of a study on the effects of a new drug on memory and cognitive function in older adults. The double-blind study involved giving either the new drug or a placebo to 100 volunteers aged 65-80 over a 6 month period. Testing showed those receiving the drug experienced statistically significant improvements in short-term memory retention and processing speed compared to the placebo group.
This document provides information about an upcoming conference on project management offices (PMOs). The two-day conference will provide attendees with 18 PDUs and cover topics like developing a business case for PMOs, project portfolio management, and creating a high-impact PMO. It will take place in Chicago in July 2010 and include keynote speakers and workshops on implementing and advancing PMOs. The document provides details on registration, venues, sponsors, and discounts available for the conference.
This 3-day training event provides government employees with the skills to implement a balanced scorecard performance management system. Attendees will learn how to create strategy maps, develop performance measures, link individual performance plans, and build organizational strategies. The training will cover building scorecards, setting targets, prioritizing initiatives, and communicating results. Attendees can earn 18 continuing education credits, and the training is offered at the Performance Institute in Arlington, VA from October 18-20, 2010.
The document describes an upcoming Lean Six Sigma Yellow Belt Certification workshop that will teach participants about Lean Six Sigma concepts and tools over two days. The workshop will cover the DMAIC process, strategy implementation, process mapping, project management, and Lean Six Sigma tools. Attendees will work on real-world process improvement projects and have the opportunity to earn Yellow Belt certification and up to 16 hours of continuing education credits. The goal is for leaders to complete the training with initial improvement projects identified to drive organizational efficiency through continuous improvement.
This two-day Lean Six Sigma Yellow Belt Certification course provides an overview of Six Sigma concepts and the DMAIC process. Attendees will learn techniques to continuously improve processes and apply these skills to solve business challenges. The goal is for professionals to support improvement opportunities, document best practices, and work to ensure gains from successful projects are sustained.
This document provides information about an upcoming conference on developing and implementing rolling forecasts to improve organizational performance. The two-day conference will be held on July 21-22, 2010 in Chicago, IL and will provide up to 13 CPE credits. Attendees will learn how to design effective rolling forecasts, identify key business drivers, improve forecast accuracy, integrate forecasts into strategic planning, and lead a successful implementation of rolling forecasts. The trainer, David Axson, is an experienced consultant who will share best practices on forecasting and performance management. Sponsorship opportunities and in-house training options are also advertised.
The 2009 Summit on Project Management and Process Improvement Excellence will take place August 5-7, 2009 in Washington, DC. The summit will provide training on project management, process improvement, and Lean Six Sigma through keynote speeches and workshops. Attendees will learn how to effectively manage projects, improve organizational transparency, and implement the latest methodologies. The agenda includes workshops on project management in government and Lean Six Sigma certification. The summit aims to teach attendees how to improve efficiency, eliminate waste, and promote transparency in their organizations.
This document provides information about a 5-day training seminar on project management titled "Project Management for Results". The seminar will be held from October 4-8, 2010 in Arlington, VA and offers 35 PDUs and 30 CPE credits. Over the 5 days, participants will learn about project initiation, planning, execution, closing, tracking projects, using earned value management tools, understanding the project life cycle, developing a work breakdown structure, and other project management skills and methodologies according to the PMBOK. The seminar is aimed at project managers, program managers, procurement managers, IT specialists, and others involved in project management. Attending the seminar will help professionals bring projects from initiation to execution,
The document discusses the results of a study on the effects of a new drug on memory and cognitive function in older adults. The double-blind study involved giving either the new drug or a placebo to 100 volunteers aged 65-80 over a 6 month period. Testing showed those receiving the drug experienced statistically significant improvements in short-term memory retention and processing speed compared to the placebo group.
This document provides information about an upcoming conference on project management offices (PMOs). The two-day conference will provide attendees with 18 PDUs and cover topics like developing a business case for PMOs, project portfolio management, and creating a high-impact PMO. It will take place in Chicago in July 2010 and include keynote speakers and workshops on implementing and advancing PMOs. The document provides details on registration, venues, sponsors, and discounts available for the conference.
This 3-day training event provides government employees with the skills to implement a balanced scorecard performance management system. Attendees will learn how to create strategy maps, develop performance measures, link individual performance plans, and build organizational strategies. The training will cover building scorecards, setting targets, prioritizing initiatives, and communicating results. Attendees can earn 18 continuing education credits, and the training is offered at the Performance Institute in Arlington, VA from October 18-20, 2010.
The document describes an upcoming Lean Six Sigma Yellow Belt Certification workshop that will teach participants about Lean Six Sigma concepts and tools over two days. The workshop will cover the DMAIC process, strategy implementation, process mapping, project management, and Lean Six Sigma tools. Attendees will work on real-world process improvement projects and have the opportunity to earn Yellow Belt certification and up to 16 hours of continuing education credits. The goal is for leaders to complete the training with initial improvement projects identified to drive organizational efficiency through continuous improvement.
This two-day Lean Six Sigma Yellow Belt Certification course provides an overview of Six Sigma concepts and the DMAIC process. Attendees will learn techniques to continuously improve processes and apply these skills to solve business challenges. The goal is for professionals to support improvement opportunities, document best practices, and work to ensure gains from successful projects are sustained.
This document provides information about an upcoming conference on developing and implementing rolling forecasts to improve organizational performance. The two-day conference will be held on July 21-22, 2010 in Chicago, IL and will provide up to 13 CPE credits. Attendees will learn how to design effective rolling forecasts, identify key business drivers, improve forecast accuracy, integrate forecasts into strategic planning, and lead a successful implementation of rolling forecasts. The trainer, David Axson, is an experienced consultant who will share best practices on forecasting and performance management. Sponsorship opportunities and in-house training options are also advertised.
The 2009 Summit on Project Management and Process Improvement Excellence will take place August 5-7, 2009 in Washington, DC. The summit will provide training on project management, process improvement, and Lean Six Sigma through keynote speeches and workshops. Attendees will learn how to effectively manage projects, improve organizational transparency, and implement the latest methodologies. The agenda includes workshops on project management in government and Lean Six Sigma certification. The summit aims to teach attendees how to improve efficiency, eliminate waste, and promote transparency in their organizations.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
The document discusses how Program Management Offices (PMOs) are evolving organizations. It provides context on the functions of a PMO, challenges organizations face that PMOs can help address, and how PMOs are transitioning their roles. Specifically, it notes that PMOs are expanding their scope beyond just IT to take on corporate-wide responsibilities. PMOs are also shifting from purely supporting roles to becoming more service-oriented business partners. Additionally, PMOs are moving beyond just providing data reports to offering more strategic portfolio-level dashboards and next-generation metrics.
This document provides information about a Lean Six Sigma Yellow Belt Certification training program. The two-day training will teach participants to [1] apply Six Sigma tools to solve organizational challenges, [2] use the DMAIC process to improve projects and programs, and [3] implement Lean and Six Sigma more efficiently. [2] Attendees will learn techniques to continuously improve processes and complete an organizational improvement project.
This document provides templates for standard project organization structures including example organization charts and descriptions of common roles such as the project sponsor, steering committee, advisory committee, and project manager. It includes a generic organization chart that can be customized for specific projects along with role descriptions for project team members that also can be adapted. The organization charts and role descriptions are intended to help those writing a project plan by providing starting materials for the required human resources plan section.
This document provides information about a Lean Six Sigma for IT conference being held on December 1-4, 2009 in Arlington, VA. The conference will provide training and certification in Lean Six Sigma concepts and tools and how they can be applied to improve IT processes. Attendees will learn how to analyze and improve IT processes using DMAIC methodology. There will be sessions on project selection, change management, combining Lean Six Sigma with ITIL, and driving innovation. The conference offers CPE credits and yellow belt certification.
The document describes two interactive courses on performance auditing and program evaluation taking place from September 27-30, 2010 in Arlington, VA. The performance auditing course will focus on creating strategies to improve performance auditing and developing relevant program measures. The program evaluation course will teach how to determine if a program is achieving its intended outcomes and how to build an evaluation system. The courses will provide techniques for using performance data to drive decision making, assessing risks and vulnerabilities, developing audit objectives, and selecting appropriate data collection and analysis methods. Attendees include government auditors, inspectors general, program managers, and other professionals.
This two-day conference in San Diego, California from October 14-15, 2009 aims to teach attendees how to develop and implement an effective rolling forecast to improve financial performance. Attendees will learn how to design driver-based rolling forecasts that identify key business trends and risks to increase accuracy and profitability. The conference will also cover integrating rolling forecasts into strategic planning and replacing traditional budgets with more frequent targets. Attendees can earn 13 CPE credits and the conference features presentations from an expert in corporate performance management and rolling forecasts.
This document provides an agenda for the 2010 Government HR Innovations conference taking place June 15-17 in Arlington, VA. The conference features six tracks: 1) workforce planning, 2) strategic recruitment, 3) talent onboarding, 4) employee engagement, 5) the blended workforce, and 6) HR metrics. Day one includes keynote addresses and sessions within tracks A and B. Day two includes sessions within tracks C through F. Day three includes workshops on succession planning and leadership development programs. The conference aims to provide HR managers at the federal, state, and local levels with the most comprehensive event of the year to address key HR issues.
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
This three-day training course provides project managers with the skills and knowledge needed to prepare for and pass the Project Management Professional (PMP)® certification exam. Participants will learn about the latest Project Management Body of Knowledge (PMBOK)® standards and processes, practice sample exam questions, and create a personalized study plan. The course covers topics like project integration, scope, time and cost management, quality management, risk management, and exam strategies. Attendees include project managers, program managers, and others seeking PMP certification.
This document summarizes a 3-day conference on developing performance measurement and management systems for social services. The conference will teach attendees how to: 1) implement performance measures to evaluate progress and increase outcomes; 2) create and maintain performance-based contracts and learn grant winning techniques; and 3) enhance performance through understanding policy updates and utilizing data collection. Attendees will learn how to establish goals and measures, develop a logic model, and align measures with program results.
As a complement to the Lean Leaders Meeting brochure, we\'ve added the Business Development Pack for solution providers to review. Since delegates of the Lean Leaders Meeting are Lean practitioners by invite only, this document gives solution providers the chance to participate in the event through direct partnership with IQPC and Lean Leaders. Visit the website for complete details at www.leaders-in-lean.com.
The document discusses the results of a survey about Project Portfolio Management (PPM) and Project Management Offices (PMOs). Key findings include:
1) Most organizations have PPM processes, methodologies and tools in place but still see room for improvement in governance, especially regarding risk management and decision making power.
2) While strategic goals guide PPM, portfolios are often defined by business lines rather than goals. Cost reduction is the most common strategic objective for projects.
3) Over 75% of respondents have a PMO to support PPM, most often set up by business line. PMOs' main responsibilities include support, administration and standards.
4) Governance works best for
This document provides an agenda for a five-day training event on budgeting for government held from August 9-13, 2010 in Arlington, VA. The training will cover three interactive courses:
1) Navigating the budget process, including budget formulation, justification, execution, and reporting.
2) Activity-based cost management, including implementing ABC systems and applying ABC to measure program costs.
3) Performance-based budgeting, including aligning budgets with strategic goals, justifying budgets based on performance, and evaluating budgets and actual costs based on performance.
Each day will include sessions led by experienced trainers, as well as interactive application exercises for participants to apply the concepts to their own
1. The document proposes a framework for a Strategic Priority Council to prioritize projects, campaigns, and initiatives according to available resources and potential business value.
2. The council would create rules to allocate frontline capacity each month for different activities like change projects, operations, credit, sales and training.
3. It would provide Exco with a holistic view of all projects through tools like a master project list to facilitate transparent decision making about resource allocation.
This document provides information about a project management training event titled "Project Management for Results" that will take place from June 7-11, 2010 in Arlington, VA. The training will cover project management methodologies from the PMBOK and teach skills like defining projects, tracking projects, managing scope and closing projects. Attendees will learn techniques for planning, organizing, estimating, scheduling and managing risk on projects. The training is eligible for 35 PDUs and 30 CPE credits.
This two-day training workshop provides attendees with a step-by-step guide to implementing activity-based costing (ABC) to improve financial performance and profitability. Over the course of the workshop, participants will learn how to develop and implement an ABC model, identify key cost components, collect necessary data, build the ABC cost model in Excel, integrate costing with other business systems, and create value within their organization using ABC analytics. The workshop includes case studies and exercises to help attendees apply the concepts to their own organizations.
This document provides information about an upcoming three-day training course to help participants prepare for the Project Management Professional (PMP) certification exam. The course will cover the key topics and knowledge areas covered on the PMP exam, including project integration, scope, time, cost, quality and risk management. Participants will learn exam tips and techniques, practice sample questions, and receive a study plan. The training will be held in Arlington, Virginia from May 17-19, 2010. Hotel and registration information is provided.
The document discusses innovation in healthcare, including matching resources to opportunities, adapting to new information, focusing efforts, and prioritizing risks. It emphasizes the importance of clinicians in innovation and outlines critical milestones in developing new therapies from invention to market introduction. The panel discussion will cover topics like de-risking early stage medical ventures and clinician roles on development teams.
Seven Triggers To Breakthrough CompaniesJustin Beck
Any Company Can Launch a Startup. Startups think big and move fast. Your company can be any size and still think like a startup. Consistent breakthroughs are not accidents. Just look at Apple and Google. They are a part of the strategy, part of the process and certainly part of the culture of companies that continually achieve them. The Seven Triggers to Breakthrough Companies is your playbook to launch a startup culture inside your company.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
The document discusses how Program Management Offices (PMOs) are evolving organizations. It provides context on the functions of a PMO, challenges organizations face that PMOs can help address, and how PMOs are transitioning their roles. Specifically, it notes that PMOs are expanding their scope beyond just IT to take on corporate-wide responsibilities. PMOs are also shifting from purely supporting roles to becoming more service-oriented business partners. Additionally, PMOs are moving beyond just providing data reports to offering more strategic portfolio-level dashboards and next-generation metrics.
This document provides information about a Lean Six Sigma Yellow Belt Certification training program. The two-day training will teach participants to [1] apply Six Sigma tools to solve organizational challenges, [2] use the DMAIC process to improve projects and programs, and [3] implement Lean and Six Sigma more efficiently. [2] Attendees will learn techniques to continuously improve processes and complete an organizational improvement project.
This document provides templates for standard project organization structures including example organization charts and descriptions of common roles such as the project sponsor, steering committee, advisory committee, and project manager. It includes a generic organization chart that can be customized for specific projects along with role descriptions for project team members that also can be adapted. The organization charts and role descriptions are intended to help those writing a project plan by providing starting materials for the required human resources plan section.
This document provides information about a Lean Six Sigma for IT conference being held on December 1-4, 2009 in Arlington, VA. The conference will provide training and certification in Lean Six Sigma concepts and tools and how they can be applied to improve IT processes. Attendees will learn how to analyze and improve IT processes using DMAIC methodology. There will be sessions on project selection, change management, combining Lean Six Sigma with ITIL, and driving innovation. The conference offers CPE credits and yellow belt certification.
The document describes two interactive courses on performance auditing and program evaluation taking place from September 27-30, 2010 in Arlington, VA. The performance auditing course will focus on creating strategies to improve performance auditing and developing relevant program measures. The program evaluation course will teach how to determine if a program is achieving its intended outcomes and how to build an evaluation system. The courses will provide techniques for using performance data to drive decision making, assessing risks and vulnerabilities, developing audit objectives, and selecting appropriate data collection and analysis methods. Attendees include government auditors, inspectors general, program managers, and other professionals.
This two-day conference in San Diego, California from October 14-15, 2009 aims to teach attendees how to develop and implement an effective rolling forecast to improve financial performance. Attendees will learn how to design driver-based rolling forecasts that identify key business trends and risks to increase accuracy and profitability. The conference will also cover integrating rolling forecasts into strategic planning and replacing traditional budgets with more frequent targets. Attendees can earn 13 CPE credits and the conference features presentations from an expert in corporate performance management and rolling forecasts.
This document provides an agenda for the 2010 Government HR Innovations conference taking place June 15-17 in Arlington, VA. The conference features six tracks: 1) workforce planning, 2) strategic recruitment, 3) talent onboarding, 4) employee engagement, 5) the blended workforce, and 6) HR metrics. Day one includes keynote addresses and sessions within tracks A and B. Day two includes sessions within tracks C through F. Day three includes workshops on succession planning and leadership development programs. The conference aims to provide HR managers at the federal, state, and local levels with the most comprehensive event of the year to address key HR issues.
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
This three-day training course provides project managers with the skills and knowledge needed to prepare for and pass the Project Management Professional (PMP)® certification exam. Participants will learn about the latest Project Management Body of Knowledge (PMBOK)® standards and processes, practice sample exam questions, and create a personalized study plan. The course covers topics like project integration, scope, time and cost management, quality management, risk management, and exam strategies. Attendees include project managers, program managers, and others seeking PMP certification.
This document summarizes a 3-day conference on developing performance measurement and management systems for social services. The conference will teach attendees how to: 1) implement performance measures to evaluate progress and increase outcomes; 2) create and maintain performance-based contracts and learn grant winning techniques; and 3) enhance performance through understanding policy updates and utilizing data collection. Attendees will learn how to establish goals and measures, develop a logic model, and align measures with program results.
As a complement to the Lean Leaders Meeting brochure, we\'ve added the Business Development Pack for solution providers to review. Since delegates of the Lean Leaders Meeting are Lean practitioners by invite only, this document gives solution providers the chance to participate in the event through direct partnership with IQPC and Lean Leaders. Visit the website for complete details at www.leaders-in-lean.com.
The document discusses the results of a survey about Project Portfolio Management (PPM) and Project Management Offices (PMOs). Key findings include:
1) Most organizations have PPM processes, methodologies and tools in place but still see room for improvement in governance, especially regarding risk management and decision making power.
2) While strategic goals guide PPM, portfolios are often defined by business lines rather than goals. Cost reduction is the most common strategic objective for projects.
3) Over 75% of respondents have a PMO to support PPM, most often set up by business line. PMOs' main responsibilities include support, administration and standards.
4) Governance works best for
This document provides an agenda for a five-day training event on budgeting for government held from August 9-13, 2010 in Arlington, VA. The training will cover three interactive courses:
1) Navigating the budget process, including budget formulation, justification, execution, and reporting.
2) Activity-based cost management, including implementing ABC systems and applying ABC to measure program costs.
3) Performance-based budgeting, including aligning budgets with strategic goals, justifying budgets based on performance, and evaluating budgets and actual costs based on performance.
Each day will include sessions led by experienced trainers, as well as interactive application exercises for participants to apply the concepts to their own
1. The document proposes a framework for a Strategic Priority Council to prioritize projects, campaigns, and initiatives according to available resources and potential business value.
2. The council would create rules to allocate frontline capacity each month for different activities like change projects, operations, credit, sales and training.
3. It would provide Exco with a holistic view of all projects through tools like a master project list to facilitate transparent decision making about resource allocation.
This document provides information about a project management training event titled "Project Management for Results" that will take place from June 7-11, 2010 in Arlington, VA. The training will cover project management methodologies from the PMBOK and teach skills like defining projects, tracking projects, managing scope and closing projects. Attendees will learn techniques for planning, organizing, estimating, scheduling and managing risk on projects. The training is eligible for 35 PDUs and 30 CPE credits.
This two-day training workshop provides attendees with a step-by-step guide to implementing activity-based costing (ABC) to improve financial performance and profitability. Over the course of the workshop, participants will learn how to develop and implement an ABC model, identify key cost components, collect necessary data, build the ABC cost model in Excel, integrate costing with other business systems, and create value within their organization using ABC analytics. The workshop includes case studies and exercises to help attendees apply the concepts to their own organizations.
This document provides information about an upcoming three-day training course to help participants prepare for the Project Management Professional (PMP) certification exam. The course will cover the key topics and knowledge areas covered on the PMP exam, including project integration, scope, time, cost, quality and risk management. Participants will learn exam tips and techniques, practice sample questions, and receive a study plan. The training will be held in Arlington, Virginia from May 17-19, 2010. Hotel and registration information is provided.
The document discusses innovation in healthcare, including matching resources to opportunities, adapting to new information, focusing efforts, and prioritizing risks. It emphasizes the importance of clinicians in innovation and outlines critical milestones in developing new therapies from invention to market introduction. The panel discussion will cover topics like de-risking early stage medical ventures and clinician roles on development teams.
Seven Triggers To Breakthrough CompaniesJustin Beck
Any Company Can Launch a Startup. Startups think big and move fast. Your company can be any size and still think like a startup. Consistent breakthroughs are not accidents. Just look at Apple and Google. They are a part of the strategy, part of the process and certainly part of the culture of companies that continually achieve them. The Seven Triggers to Breakthrough Companies is your playbook to launch a startup culture inside your company.
New Manager’s Playbook: Having Difficult Conversations With EmployeesMarcus Blankenship
It’s a fairly routine deployment, but this time, it’s not full of victories. Something goes wrong—seriously wrong—and when the dust settles, you discover the problem centers on a basic mistake from one of your programmers.
To add to the pain, this particular programmer just happened to leave work early that day and miss all of the fun.
Your stomach is churning, your head is pounding, and you’re about ready to rip loose a torrent of frustration on innocent bystanders.
The document describes an integration playbook consulting firm that helps companies with mergers, acquisitions, and separations by developing customized integration playbooks and providing other services. It outlines the firm's expertise, thought leadership publications, credentials from over 230 projects, principles for developing effective playbooks, typical playbook contents and development approach, and examples of common playbook tools and templates. The playbooks are designed to strategically align integrations, be adaptable, consistent, simple, facilitate knowledge transfer and flexibility across different M&A scenarios.
Put together some slides on BPM while speaking at an IMA-India organized CIO breakfast meeting. Might be useful. I\'m a BPM convert and happy to share my experience.
M&A success: Using an integration playbook to make your deal workGrant Thornton LLP
The document discusses how using an integration playbook can help mergers and acquisitions succeed where often they fail. It notes that only about 50% of M&A deals achieve their financial goals. An integration playbook establishes a repeatable process for integrating acquisitions based on past lessons learned. It identifies key risks to address such as retaining employees, aligning cultures, and realizing synergies. Having an experienced leader execute the playbook with input from past deals can help mergers integrate functions smoothly and achieve their strategic objectives.
Funded by the Finnish government (Tekes), the Playbook for Strategic Foresight and Innovation is a free how-to guide for learning innovation best practices and inculcating them in an organization. It is packed with over 250 pages of step-by-step instructions, diagrams, tips, examples, worksheets, case studies, and more.
Authors: Tamara Carleton, William Cockayne, Antti Tahvanainen
Sample excerpt. Download a free full copy from www.innovationacademy.io
The WorkPlay401(k) Participant Engagement Playbook goes step-by-step on how to engage 401(k) participants by making the educational process personal, inspiring action, and being an accountability partner.
Every software team writes code, but some teams produce fewer bugs than others. Every software team creates new features, but some teams develop them faster than others. What do high performance teams do differently, and why are team members more focused, satisfied and relaxed? They truly work together. No 10x rockstar programmer can achieve what a well rounded, enthusiastic team can.
Sven examines how the best software teams set and follow goals, integrate new members fast, ensure diversity, monitor and continually improve team health, embrace transparency, use a playbook to guide them through every phase of development and much more. He shares techniques including: bugfix rotations, OKRs, feature buddies, open demos, focus days and many more that help teams and team members to work more effectively together, and produce awesome results.
This is the first lecture of 40 lectures planned for Anna University/Anna University of Technology students of 3ed semester MBA. Please provide your comments. The required notes will be uploaded soon.
This document summarizes a presentation about transforming a project management office (PMO) into a project performance office (PPO). It discusses the expectations for the presentation, introduces the concept of a PPO and how it differs from a PMO, outlines approaches to assessing, implementing, and adopting a PPO using people, process, and technology, and provides examples of PPO models and standards that could be used. The presentation concludes with a discussion of next steps for transforming an organization's PMO into a higher performing PPO.
The introduction of a project management framework will provide a structured and managed approach for projects within your company.
With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.
The document provides an overview of a Project Management Centre of Excellence (PMCE). It defines a PMCE as an organizational resource that ensures better project performance through consistent processes, expertise, tools, and support. It then outlines the structure, objectives, roles and benefits of establishing a PMCE. Key points include establishing standard project management processes, providing training and coaching, tracking project metrics, and acting as an advocate for project management in the organization. Financial considerations around establishing a sustainable PMCE are also discussed.
The document provides an overview of a Project Management Centre of Excellence (PMCE). It defines a PMCE as an organizational resource that ensures better project performance through consistent processes, expertise, tools, and support. It then outlines the structure, objectives, roles and responsibilities of the PMCE. These include establishing standard project management processes, providing training and consulting services, conducting research, and supporting organizations in effectively implementing project management. The document also discusses issues organizations face with project management and the need for a PMCE to address these challenges and help improve overall project success rates.
This document summarizes the key points in establishing a sustainable Project Business Management Office (PBMO). It discusses that a PBMO takes a project management mindset at the enterprise level to align resources with strategic objectives. The document outlines that a PBMO requires executive support, standardization of processes, developing capabilities through training, and implementing a Project Business Management methodology. It provides a multi-step process for developing a PBMO, including assessing the current situation, establishing governance, standardizing processes, developing skills, and rolling out the PBMO approach.
This document discusses establishing a formal mentoring program in the workplace. It defines mentoring and differentiates it from coaching and training. The document outlines the key components of an effective mentoring program including goals, communication, evaluation, and management commitment. It also covers benefits like knowledge transfer, retention, and developing future leaders. Common pitfalls like unrealistic goals and lack of resources or training are examined. The importance of assessing program success is stressed.
The document summarizes the key changes between the 6th and 7th editions of the PMBOK Guide. The 7th edition focuses more on delivering value and outcomes rather than just project deliverables. It emphasizes 12 principles like stakeholder engagement, quality, and change management. The guide also includes new sections on value management and tailoring approaches to specific project contexts. It outlines performance domains to focus on like teams, planning, and navigating uncertainty. The body of knowledge section covers common project management processes, methods, and artifacts.
The document discusses the PMI PMO Community of Practice, the largest global virtual community focused on project management offices (PMOs). It provides an overview of the resources and professional development opportunities offered by the community, including publications, conferences, and awards that recognize high-performing PMOs. Frameworks and models are presented for defining different types of PMOs and mapping their key functions and domains of work.
This document provides an agenda for an optional project management conference taking place on July 7-9, 2010 in Arlington, VA. The conference includes pre-conference workshops on July 7th focusing on setting the stage for project management and tracking and managing projects. The main conference on July 8-9th will address topics such as implementing project selection strategies, earned value management, defining metrics to measure project results, and creating a process improvement culture. Speakers will provide guidance on managing projects on time and budget, identifying troubled projects, and improving processes.
The 5 Critical Elements to Creating a Project Management Center of ExcellenceFlevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-5-critical-elements-to-creating-a-project-management-centre-of-excellence/
Creating a Project Management Centre of Excellence is the driving force that takes an organization forward to realize their project management mandate. It encompasses the process of creating a strategy for project management, re-shaping the culture to be more focused on the consistency in the management of projects and implementing a project management process.
Creating a Project Management Centre of Excellence
project_management_COEA Centre of Excellence is a business unit that has organization-wide authority. The key elements of a successful Project Management Centre of Excellence include:
Vision and Strategies
A clear vision of what it represents and the strategies to identify how it will reach this vision in the short and long term.
Competencies
The selection of resources based on project competency requirements compared to actual project resource competencies. The identification of coaching, training and other developmental activities to close any competency gap.
Culture
How to re-shape the organizational culture to be more supportive of the consistency in the management of projects.
Processes
The right processes, tools and templates that are helpful and meaningful to project managers and their teams.
Quality
The quality criteria for the project management framework, processes and documents.
1. Create the Vision and Strategies
One approach to creating a vision for the Centre of Excellence is to brainstorm ideas that focus on what the future will look like. Start by creating scenarios that describe what the Centre will be doing 5 years into the future. What are some of the things that they will be doing that reflect a successful Centre of Excellence? What will employees and customers be saying about them? How did they get there?
The outcome of this process is the creation of a vision statement for the Project Management Centre of Excellence. Determine how this vision aligns and supports the organization’s strategic direction.
The alignment of the Centre of Excellence to the goals of the organization is key to driving strategy implementation. Strategies translate this vision into reality. They close the gap between the present and the “ideal” future described in the vision scenarios. These strategies must be described clearly so that the organization understands and accepts them.
This document provides information about an upcoming conference on project management excellence from July 7-10, 2010 in Arlington, VA. The conference will include optional pre-conference workshops on July 7th, a two-day summit on July 8-9th, and sessions on topics like managing projects on time and budget, implementing project methodologies, and improving processes. Attendees will learn skills for project success, managing troubled projects, and keeping up with government timetables.
The document outlines a consulting firm called Contemporary LnOD Consulting & Coaching (CCC) that aims to help organizations improve learning and development. It discusses establishing a center of excellence to enhance growth, define learning processes, assess leadership gaps, and create individual development plans. The firm promotes adopting contemporary learning methodologies like e-learning and mobile learning to meet business goals. It also emphasizes assisting leadership teams to create a culture of trust, collaboration, and achieving common organizational objectives through customized curriculum and talent development initiatives.
This document explains the Balanced Scorecard business framework and how to use it as a strategic management system. It includes instructional slides explaining the methodology, in addition to examples and slide templates. Topics include the Four Processes, Four Perspectives, Personal Scorecard, and Strategic Learning.
More details and full download here:
http://pptlab.com/ppt/HBR-Using-the-Balanced-Scorecard-as-a-Strategic-Management-System-19
This document provides information about a two-day Project Management Office Summit taking place on July 21-22, 2010 in Chicago, Illinois. The summit will provide up to 18 PDUs for attendees and cover topics like aligning a PMO to business needs, leveraging a PMO in tight economic times, and identifying projects that need attention. Pre-conference workshops on July 20th will allow attendees to learn practical tools for implementing and advancing their PMO.
This document provides information about an upcoming conference on project management offices (PMOs). The two-day conference will provide 18 professional development units and cover topics like aligning PMOs to business needs, leveraging PMOs in tight economic times, and increasing project transparency. It will also discuss measuring PMO success, selecting the right projects, and creating high-impact PMOs. The conference includes keynote speakers and workshops and will be held in Chicago in July 2010.
PMO for Supply Chain - Setting Up a Project Mangement Office for Non-ITChief Innovation
Built this top level structure for a client, am hashing out details, so only a few pages so far. I may add to it, not sure yet, but wanted to build something since most PMOs are IT focused, I wanted one that wasn't.
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C H A P T E R
12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “ results - based ” Leadership Pipeline approach to create a per-
formance management system in a professional service fi rm.
Introduction
Business Diagnosis and Assessment
Feedback
Program Design Considerations
Program Implementation
Design Considerations
Chosen Approach, Format Development, and Introduction
Performance Management System Development
Tailored Leadership Pipeline Development
Evaluation
Business Results
Employee Climate Survey Results
Turnover Results
Anecdotal Evidence
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226 Best Practices in Talent Management
INTRODUCTION
The Drotter results - based approach is tailored to a professional services fi rm structure
and applied in the development of a performance management system aligned with the
business ’ s strategy. Drotter ’ s Leadership Pipeline approach is implemented, with
the full performance defi nitions for each leadership level in the tailored pipeline
becoming the basis for a new organization - wide performance management applica-
tion. The Drotter full performance defi nitions subsequently become the “ source code ”
for selection, talent management, and training planning applications. The focus of this
paper is the fi rst application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications fi rm, undertook a
fundamental strategic assessment and visioning process to guide it through the next
fi ve years. The fi rm ’ s CEO, president, and chief strategy offi cer led this process. The
vision focused on a new approach to client account planning, a more client - centric
structure, and a greater emphasis on operating interdependence between the globally
dispersed offi ces in the service of multinational clients. It was felt that these three ini-
tiatives would dramatically increase the fi rm ’ s capacity to win and grow large, com-
plex, and geographically dispersed client accounts — the fi rm ’ s strategic market target.
The senior management group identifi ed the need to upgrade and align human
resources management processes to successfully communicate and implement the new
business strategy. The fi rm proceeded to hire a chief talent offi cer (CTO) to assist in
the strategy implementation effort by designing and installing a more systematic,
business - focused human resources management process.
In the CTO ’ s opinion, the vision implementation challenge centered on creating
the highest possible level of employee engagement with the vision in the short term —
by providing people throughout the fi rm with a clear, specifi c understanding of what
the business strategy meant for them.
His metaph ...
The document discusses leadership development and the LMI Total Leader program. It provides an overview of LMI's vision, mission and purpose to develop leaders and organizations to their full potential. It then summarizes LMI's offering which includes a needs assessment, aligning goals, selecting the best development plan, implementing it, and measuring results. Finally, it outlines the Total Leader solution and its four key elements: personal productivity, personal leadership, strategic leadership, and motivational leadership.
2. 2012 Operating Plan Objective:
Develop and implement a performance
approach that enables RHCs to achieve
their performance improve targets.
(Finance Pillar 2.3.2)
2
3.
4. What is Performance Excellence?
“A systematic approach in
methodology and tools that allows
us to deliver excellence in all we do
to all those we serve”
4
5. Value Proposition
To create an integrated approach to
organizational performance excellence that
results in:
Delivery of ever improving value to customers
and stakeholders;
Improvement of overall organizational
effectiveness and capabilities;
Enabling disciplined execution;
Organizational sustainability; and
Organizational and personal learning (cultural
change).
5
6. Journey to Performance Excellence
Jan- March 2012 May 2012
Performance Excellence Team: PE Implementation Plans:
Develops recommendations including April 2012: Develop
philosophy, approaches, guidance, tools and Implementation plans, processes, resources to
techniques. begins implement recommendations
Dec 2011: Jan 2012 March 28, 2012: June 2012:
CHE Operating Plan: Charter approved RHC CEOs / SMT PE Steering
Develop and implement a by SMT approve Committee first
performance improvement recommendations meeting
approach that enables the
RHCs to achieve their
performance improvement
targets
6
6
7.
8. Building Awareness System-wide
Building Awareness Through…
▪ CHE Internal publications
- feature in Summer 2012 issue
of The Governance Report
- article in Fall 2012 edition
of Horizons
- CEO Report (upcoming issues)
▪ State of the System webcast
(October 30, 2012)
▪ PE slide deck for use at RHC
meetings
▪ PE Video for use at local level
▪ Encourage RHCs to include
stories in their local publications
and communications
8
9. Status on Key Action Steps
•New Performance Excellence Logo
•“Enabling a culture”
represents foundation of
building Performance
Excellence program
•Cross and hands represent
connection to mission-based
organization and patient care
•Circular arrows represent
continuous motion /
improvement
9
9
10.
11. Status on Key Action Steps
•Endorsed PE Planning Document: Key Points
•Breakthrough performance includes building capability in all five pillars –
service, quality, people, finance and growth
•Performance improvement approach leverages the knowledge and resources
being utilized today by RHCs to enable them to achieve their performance
improvement targets
•Provides a common definition – a systematic approach in methodology and tools
that allows us to deliver excellence in all we do for all those we serve
•PE applies to all processes system-wide – acute, non-acute and administrative
•Hardwiring a culture of performance excellence requires change in mindset
starting with leadership’s ability to frame and support change
11
11
12. Status on Key Action Steps
•PE Planning Document: Key Points
•The PE approach establishes and aligns accountabilities while at the same time
maintains flexibility of each RHC. Sophistication of the approach and program will
evolve over time. “Tight-loose-tight” infrastructure
12
12
13. Status on Key Action Steps
•PE Planning Document: Key Points
Disciplined Execution
requires root cause
identification and
solutions. Selecting
the right methodology
leads to more
efficient and effective
solution to the
opportunity identified
13
13
14. Status on Key Action Steps
•PE Planning Document: Key Points
Leverage and
utilize existing
resources. WFM
Champions
positioned as PE
Champions
14
14
15. Status on Key Action Steps
•PE Planning Document: Key Points
SharePoint provides
for central repository
of projects, templates
and tools. PE
Champions monthly
calls focus on best
practice sharing
Over 35 projects collected and loaded into SharePoint for sharing
ideas and outcomes
15
15
16. Status on Key Action Steps
•PE Planning Document: Key Points
Principles:
•Begin with CHE and RHC Leadership as the priority in 2012 Training and
•Incorporate in already scheduled face to face meetings in Education is a critical
July, September and November
•Invest in key note speaker(s) to build momentum and energize
success factor
around the possibilities beginning with senior
•Utilize RHC CEOs to provide education based on their own leadership and
experiences and methodologies
•Education should focus on methodologies, tools and practical
cascading throughout
applications Training and Education a critical success factor the organization
beginning with senior leadership and cascading throughout the
organization
16
16
17. Status on Key Action Steps
•PE Planning Document: Measures of success
•Short term and long term key performance metrics
•Short term – focus on planning and implementation
•Complete an agreed upon education curriculum for CHE and RHC Senior
Leadership teams
•Develop and populate Performance Excellence SharePoint site
•Incorporate RHC and System Office operational planning and budget
processes, including the 2013 budget process
•Long term – focus on achievement of savings identified in 2013 budgets
•Achievement of dollar savings identified within budgeting process as
performance improvement projects.
•2013 Target: TBD upon completion of 2013 budget approval
17
17
18. Status on Key Action Steps
•Endorsed PE Charter and Financial Impact Analysis
Guidelines: Key Points
•PE measure of success includes integrating and incorporating performance excellence
activities in both our operational planning and budgeting cycles for both the CHE
System Office and RHCs
•2 standard forms developed:
•PE Project Charter
•PE Financial Impact Analysis
•During budgeting cycle, each RHC and System Office will a provide a high level
narrative on the performance excellence projects that will be a focus in the upcoming
year based on thresholds
•During ongoing operational planning, at a minimum, RHCs complete the 2 standard
forms for those projects that meet criteria during budgeting cycle. However, all RHCs
are encouraged to utilize the forms as broadly possible for any and all projects.
18
18
19. Status on Key Action Steps
•Endorsed PE Charter and Financial Impact Analysis
Guidelines: Key Points
•Ongoing Operational Planning: Both the Charter and Financial Impact
analysis to be completed and submitted for best practice sharing
19
19
20. Status on Key Action Steps
•Endorsed PE Charter and Financial Impact Analysis
Guidelines: Key Points
•Annual Budget Cycle: Complete high level narrative for projects with the
following thresholds:
•Any projects with financial benefits of at least $1.0 million or greater in total for
2013-2017. If there are no projects with a cumulative financial impact of over
$1.0 million, provide an itemization of the four (4) largest projects
PE Project Pillar Estimated $ impact (if
applicable)
20
20
21.
22. Next Steps
•RHC Senior Leadership:
•Engage in building a culture of ongoing performance improvement
•Include PE as standing agenda topic at all meetings
•Utilize the disciplined approach – standard Charter and Financial
Impact analyses
•Identify and share best practices system-wide through the PE
Champions
•Educate, educate and educate at all levels
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22