Planning Tools in Pearl Continental, Lahore
Presented to: Waqas Raza
Presented by: M.Hashaam
Punjab Computer College, Garhishao, Lahore
Allama Iqbal Open University
The document contains a resume for Kabita Rani Sethi summarizing her skills and experience. She has over 6 years of experience leading GIS project teams and has strong skills in GIS software like ArcGIS, QGIS, AutoCAD and project management. Her most recent role was as a POD Lead at Unify Tech Limited where she led a team of 25 on a location correction project for Near Co.
The document provides guidance on team minimum planning and structures for team minimum teams in Learning Communities at different stages of maturity. It recommends that startup LCs have a LCVP and 2-4 members, with the LCVP responsible for learning and development. Intermediate LCs should have two core teams focused on capacity and learning/minimums, each led by a team leader. Mature LCs may use program coordinators within program teams to ensure learning and minimums while still coordinating with the LCVP team. Key performance indicators and strategies should align with the LC's challenges.
Commander Rakesh Pandey is a naval veteran with over 23 years of experience in the armed forces and 7 years in corporate security and training roles. He has a Masters degree in telecommunications and GIS/RS and additional executive management and security training. His core competencies include strategic planning, operations, administration, resource management, communication, and adapting to changes. His most recent positions include HR and Admin Head for an IT company and security company from 2012 to 2014.
This document provides an introduction and overview of a summer internship project on selection and recruitment conducted in partial fulfillment of an MBA program. It includes an acknowledgment, table of contents, introduction on the importance of recruitment and selection processes, objectives of the study, scope, methodology, limitations, and an introduction to the company where the internship took place - Eagle Vision Construction Company. The company introduction describes Eagle Vision's background, operations providing construction and logistical services in Kabul and Kandahar, and its plans to expand to other regions of Afghanistan.
The document outlines the steps for conducting a job profiling call with a hiring manager. It discusses preparing for the call, gathering key job details like requirements, expectations for success, and where to find candidates. The 8 profiling steps are: 1) set the stage, 2) get basic data, 3) define the role, 4) define success, 5) define skills needed, 6) find the right people, 7) selling points, 8) set expectations. The goal is to extract all relevant information to develop a strong job plan that will fill the position in 60 days.
Project management involves planning, organizing, and managing a project from start to finish. It aims to accomplish unique goals within defined constraints of schedule, budget and scope. Key aspects of project management include defining project activities and their sequence, estimating durations and resources, developing a schedule, managing costs, ensuring quality, and controlling risks. An effective project manager exhibits skills in leadership, communication, decision making, and stakeholder management. Project management enables better control of resources, improved customer relations, lower costs and higher quality outcomes for organizations.
The Gamification of HR - why now and what's next?Saurav Chopra
Today, only 31.5% of employees are considered ‘engaged’. The viability of gamification as a solution to the lack of employee engagement in the workplace has been a topic of hot debate in 2016.
In my speech at our event, 'Perkbox Live: Work hard, play harder', I spoke of the growing prominence of gamification systems in HR, the reasons behind the new trends and where I see it going in the future. Notes from my speech are on our blog at blog.perkbox.co.uk.
The document provides job descriptions for several positions within AIESEC Romania, including the Members Committee President, Talent Management Vice-President, Outgoing Exchange Vice-President, and Finance Vice-President.
The job descriptions outline the roles, responsibilities, required competencies, and key performance indicators for each position. The Members Committee President is responsible for overall management and representation of AIESEC Romania. The Vice-Presidents lead their respective areas of talent management, outgoing exchanges, and finance. Their roles involve developing strategies, providing support and education to local committees, and ensuring goals are achieved.
The document contains a resume for Kabita Rani Sethi summarizing her skills and experience. She has over 6 years of experience leading GIS project teams and has strong skills in GIS software like ArcGIS, QGIS, AutoCAD and project management. Her most recent role was as a POD Lead at Unify Tech Limited where she led a team of 25 on a location correction project for Near Co.
The document provides guidance on team minimum planning and structures for team minimum teams in Learning Communities at different stages of maturity. It recommends that startup LCs have a LCVP and 2-4 members, with the LCVP responsible for learning and development. Intermediate LCs should have two core teams focused on capacity and learning/minimums, each led by a team leader. Mature LCs may use program coordinators within program teams to ensure learning and minimums while still coordinating with the LCVP team. Key performance indicators and strategies should align with the LC's challenges.
Commander Rakesh Pandey is a naval veteran with over 23 years of experience in the armed forces and 7 years in corporate security and training roles. He has a Masters degree in telecommunications and GIS/RS and additional executive management and security training. His core competencies include strategic planning, operations, administration, resource management, communication, and adapting to changes. His most recent positions include HR and Admin Head for an IT company and security company from 2012 to 2014.
This document provides an introduction and overview of a summer internship project on selection and recruitment conducted in partial fulfillment of an MBA program. It includes an acknowledgment, table of contents, introduction on the importance of recruitment and selection processes, objectives of the study, scope, methodology, limitations, and an introduction to the company where the internship took place - Eagle Vision Construction Company. The company introduction describes Eagle Vision's background, operations providing construction and logistical services in Kabul and Kandahar, and its plans to expand to other regions of Afghanistan.
The document outlines the steps for conducting a job profiling call with a hiring manager. It discusses preparing for the call, gathering key job details like requirements, expectations for success, and where to find candidates. The 8 profiling steps are: 1) set the stage, 2) get basic data, 3) define the role, 4) define success, 5) define skills needed, 6) find the right people, 7) selling points, 8) set expectations. The goal is to extract all relevant information to develop a strong job plan that will fill the position in 60 days.
Project management involves planning, organizing, and managing a project from start to finish. It aims to accomplish unique goals within defined constraints of schedule, budget and scope. Key aspects of project management include defining project activities and their sequence, estimating durations and resources, developing a schedule, managing costs, ensuring quality, and controlling risks. An effective project manager exhibits skills in leadership, communication, decision making, and stakeholder management. Project management enables better control of resources, improved customer relations, lower costs and higher quality outcomes for organizations.
The Gamification of HR - why now and what's next?Saurav Chopra
Today, only 31.5% of employees are considered ‘engaged’. The viability of gamification as a solution to the lack of employee engagement in the workplace has been a topic of hot debate in 2016.
In my speech at our event, 'Perkbox Live: Work hard, play harder', I spoke of the growing prominence of gamification systems in HR, the reasons behind the new trends and where I see it going in the future. Notes from my speech are on our blog at blog.perkbox.co.uk.
The document provides job descriptions for several positions within AIESEC Romania, including the Members Committee President, Talent Management Vice-President, Outgoing Exchange Vice-President, and Finance Vice-President.
The job descriptions outline the roles, responsibilities, required competencies, and key performance indicators for each position. The Members Committee President is responsible for overall management and representation of AIESEC Romania. The Vice-Presidents lead their respective areas of talent management, outgoing exchanges, and finance. Their roles involve developing strategies, providing support and education to local committees, and ensuring goals are achieved.
20150221LINKED IN Document Angela References IG logoOSPRI
Angela Brown has received endorsements from multiple organizations for her work in project management, training, coaching and consulting. Some of the key points made in the endorsements include:
- She has helped organizations instill project management skills and processes to enable new product development.
- She is able to adapt training to suit different teams' needs and deliver successful outcomes.
- She engages well with staff and delivers a first class product with her engaging style and high levels of skill and knowledge.
- Her expertise includes continuous improvement, operational and strategic planning, and she has deep project management knowledge and experience.
- She is highly regarded for her skills in organizational design, cultural change management, coaching and
Talent management (TM) refers to developing, attracting, and retaining qualified workers. It involves processes like talent planning, selection, development, and succession planning. The goal of TM is to ensure the right people are in the right roles to help an organization achieve its goals.
This document describes project management in all field. Then it explains Agile, Scrum and other methodologies and tools for managing your projects. At last, you will possibly have an overview on Project Management.
The HR leadership intervention aims to strengthen HR leadership across organizational levels at an automotive company in India. It involves three key elements:
1. A diagnosis process involving inputs from HR leadership and participants to understand challenges and expectations.
2. A development program comprising workshops, sessions, and individual plans to build behavioral, functional and leadership skills over several months.
3. Presenting learning applications to HR leadership to share outcomes and get feedback.
The holistic, multi-pronged approach is designed to develop effective HR leaders who can help drive the company's growth goals through their skills and culture change efforts.
Introduction to Talent Management department for new members of AIESEC UGM. Expected output of this session is to give a knowledge about each departments in AIESEC UGM, so new members will be able to choose preferred departments they want to join.
This document summarizes a talent management summit that discussed developing talent capacity to enable leadership through exchange programs. The agenda covered the role and processes of talent management, including the talent capacity model, impact model, and talent flow. It discussed assessing current talent management practices and developing a talent capacity revolution. Breakout sessions mapped talent capacity models for local committees and identified initiatives to launch over the next 100 days to improve talent management, such as reworking membership exchange programs, creating an education cycle, and integrating and aligning talent processes. The goal is to better manage individual, team, and organizational development through recruitment, training, and exchange programs.
The document describes AIESEC's Team Leader Program (TLP), which provides opportunities for young people to develop entrepreneurial and responsible leadership skills through managing a team for 8-78 weeks. Through the TLP, participants gain practical leadership experience, personal and professional development, and skills development, while also contributing to the development of others and AIESEC's performance. Organizations can partner with AIESEC to support young leader development and access AIESEC's network. The TLP is measured based on time spent leading a team of at least three members or serving on an executive body.
Project management is over the use of specific skills, knowledge and techniques to improve something of value. Examples of projects include software development, building construction and relief operations after natural disasters.
The document advertises a three-day workshop from June 26-28, 2013 in New Delhi that provides training and certification to obtain the Certificate in Project Management (CIPM). The CIPM certification enhances career growth and project management skills. It covers the totality of project management concepts across the project life cycle. The workshop will be jointly organized by Project Management Associates and the National Real Estate Development Council and is aimed at professionals in real estate, construction, and infrastructure projects.
Analysis of recruitment and selection processNeethu yadav
The document summarizes the intern's work analyzing recruitment and selection processes for 3 IT clients at RS HR Team Solutions Pvt Ltd. During the internship, the author observed various HR practices, interacted with the HR head to understand processes, sourced and screened candidates, and observed recruitment interviews. The objective of the project was to analyze HR practices and provide recommendations to improve effectiveness and organizational performance.
This report summarizes the human resource planning and benchmarking done for a new 5-star hotel project in Amritsar, India. The author conducted research on manpower requirements, annual budgets, and staffing structures at 3 comparable hotels. Data was collected through interviews and analyzed to determine optimal staffing levels and budgets for the new hotel. Recommendations were made to ensure the proper human resources are in place for the success of the project.
Effective project management is crucial for organizations to stay competitive and achieve their goals in today’s dynamic and competitive business landscape. Primavera P6, a powerful project management software, has emerged as a vital tool for professionals and organizations looking to streamline their project management processes. In Lahore, Pakistan, the demand for skilled Primavera P6 professionals is rising, making Primavera P6 training a valuable investment for career growth and organizational success.
Presented to: Mr.Zia-ur-Rehman
Presented by: M.Hashaam
Roll No. : AM552381
Class : MBA (B&F) 3rd Semester
Allama Iqbal Open University
ASC: Punjab Computer College, Garhi shao LHR
The document provides an overview of an HR and Talent Management Toolkit created by former McKinsey, Deloitte, and BCG management consultants. The Toolkit includes frameworks, tools, templates, tutorials, and best practices from over 100 years of consulting experience to help organizations attract, develop, and retain top talent. It takes a six-phase approach to developing an HR strategy, defining pillars to achieve objectives, assessing initiatives, prioritizing projects, and managing change. The Toolkit has helped over 200,000 professionals improve organizational performance.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after 3,000+ hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to improve the “HR and Talent Management” function of your organization, and help you attract, develop and retain top talent.
This Powerpoint presentation is only a small preview of our Toolkit.
You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com.
This Toolkit includes frameworks, tools, templates, tutorials, real-life examples, best practices, and video training to help you:
-Define and Implement your HR and Talent Management Strategy: (1) Summary of the Corporate and Business Strategy, (2) HR Analysis, (3) HR and Talent Management Capability Maturity Model, (4) Current State And Target State, (5) HR and Talent Management Mission, Vision & Values, (6) Strategic Objectives & KPIs to Reach our Vision, (7) Team & Budget, (8) Guiding Principles
-Define the 10 Pillars required to reach your HR and Talent Management Strategic Objectives: (1) Capability Management, (2) Structure & Governance, (3) Culture, (4) Competency Management, (5) Recruitment, (6) Talent Development, (7) Mentoring, (8) Performance Management, (9) Reward and Recognition, (10) Reassignment & Termination
-List your Potential Initiatives for each pillar
-Create your Business Cases and Financial Models to Assess your List of Potential Initiatives
Prioritize, Plan and Implement your Projects: (1) Project Prioritization, (2) Business Roadmap, (3) Governance, (4) Dashboards, (5) Project Implementation: Agile Methodology, Design Thinking and Traditional Methodology, (6) Continuous Improvement (7) Post Projects Evaluation and Lessons Learnt, (8) Post Strategy Evaluation and Lessons Learnt
-Define and implement your change management strategy and internal communication strategy: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking and progress management, (4) Effective communication
-Engage your stakeholders effectively: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan
dr Agata Dulnik - Supporting leadership effectiveness during times of rapid o...Certes
The document summarizes a presentation given by Agata Dulnik at the Global WIAL conference in Warsaw on October 19th. The presentation covered the following topics:
1. An introduction to Accenture, a leading professional services company, outlining its businesses, revenues, and global footprint.
2. A discussion of mergers and acquisitions activity, shifting focus from scale to strategic value through complementary deals and concurrent transformation.
3. Accenture's view of the future workforce, which will value judgment work through enabling multi-skilled workers, breaking hierarchies, and engaging in the digital race.
This document discusses succession planning. It defines succession planning as a systematic process for identifying, assessing, and developing staff in order to ensure the future success and sustainability of an organization. The document emphasizes that succession planning is a proactive, strategic process for investing in future leaders rather than a reactive process. It identifies some key elements of succession planning including focusing on performance over potential, developing a broad range of experiences, and incumbent leaders mentoring future talent. The document also outlines the typical succession planning process, which involves assessing key positions and talent, developing plans to address development needs, and regularly reviewing progress. It concludes by listing some common development approaches used in succession planning like on-the-job training, learning from others, and formal training
Talent management and how to develop skills &Nyein Chan Aung
The document discusses talent management and how to develop the skills and abilities of potential staff. It defines talent management as an organization's efforts to attract, develop, engage and retain skilled employees. Some key aspects of talent management include recruitment, development and retention of talent, deploying talent, and succession planning. The document also provides steps for creating employee development plans, developing training and development programs, and evaluating talent management efforts.
Mentors Consulting provides consulting services to social and business enterprises to improve their operational effectiveness through cost-efficient solutions and building internal capacity. They have experience in areas like livelihoods and enterprise development, peace and social justice, institutional development, and socio-economic research. Mentors' mission is to help clients succeed through professional consulting services and a focus on human assets over physical or capital assets.
Agile Project Management - An introduction to Agile and the new PMI-ACPDimitri Ponomareff
The PMI-ACP recognizes knowledge of agile principles, practices and tools and techniques across agile methodologies. If you use agile practices in your projects, or your organization is adopting agile approaches to project management, then this PDM will provide a full overview about this new PMI certification while exploring key agile principles, practices and techniques. If you always wanted to learn more about agile, this presenter is a certified Agile practitioner, trainer and coach so you will receive up to date information about the state of Agile and how it can most help you in your organization or your career.
20150221LINKED IN Document Angela References IG logoOSPRI
Angela Brown has received endorsements from multiple organizations for her work in project management, training, coaching and consulting. Some of the key points made in the endorsements include:
- She has helped organizations instill project management skills and processes to enable new product development.
- She is able to adapt training to suit different teams' needs and deliver successful outcomes.
- She engages well with staff and delivers a first class product with her engaging style and high levels of skill and knowledge.
- Her expertise includes continuous improvement, operational and strategic planning, and she has deep project management knowledge and experience.
- She is highly regarded for her skills in organizational design, cultural change management, coaching and
Talent management (TM) refers to developing, attracting, and retaining qualified workers. It involves processes like talent planning, selection, development, and succession planning. The goal of TM is to ensure the right people are in the right roles to help an organization achieve its goals.
This document describes project management in all field. Then it explains Agile, Scrum and other methodologies and tools for managing your projects. At last, you will possibly have an overview on Project Management.
The HR leadership intervention aims to strengthen HR leadership across organizational levels at an automotive company in India. It involves three key elements:
1. A diagnosis process involving inputs from HR leadership and participants to understand challenges and expectations.
2. A development program comprising workshops, sessions, and individual plans to build behavioral, functional and leadership skills over several months.
3. Presenting learning applications to HR leadership to share outcomes and get feedback.
The holistic, multi-pronged approach is designed to develop effective HR leaders who can help drive the company's growth goals through their skills and culture change efforts.
Introduction to Talent Management department for new members of AIESEC UGM. Expected output of this session is to give a knowledge about each departments in AIESEC UGM, so new members will be able to choose preferred departments they want to join.
This document summarizes a talent management summit that discussed developing talent capacity to enable leadership through exchange programs. The agenda covered the role and processes of talent management, including the talent capacity model, impact model, and talent flow. It discussed assessing current talent management practices and developing a talent capacity revolution. Breakout sessions mapped talent capacity models for local committees and identified initiatives to launch over the next 100 days to improve talent management, such as reworking membership exchange programs, creating an education cycle, and integrating and aligning talent processes. The goal is to better manage individual, team, and organizational development through recruitment, training, and exchange programs.
The document describes AIESEC's Team Leader Program (TLP), which provides opportunities for young people to develop entrepreneurial and responsible leadership skills through managing a team for 8-78 weeks. Through the TLP, participants gain practical leadership experience, personal and professional development, and skills development, while also contributing to the development of others and AIESEC's performance. Organizations can partner with AIESEC to support young leader development and access AIESEC's network. The TLP is measured based on time spent leading a team of at least three members or serving on an executive body.
Project management is over the use of specific skills, knowledge and techniques to improve something of value. Examples of projects include software development, building construction and relief operations after natural disasters.
The document advertises a three-day workshop from June 26-28, 2013 in New Delhi that provides training and certification to obtain the Certificate in Project Management (CIPM). The CIPM certification enhances career growth and project management skills. It covers the totality of project management concepts across the project life cycle. The workshop will be jointly organized by Project Management Associates and the National Real Estate Development Council and is aimed at professionals in real estate, construction, and infrastructure projects.
Analysis of recruitment and selection processNeethu yadav
The document summarizes the intern's work analyzing recruitment and selection processes for 3 IT clients at RS HR Team Solutions Pvt Ltd. During the internship, the author observed various HR practices, interacted with the HR head to understand processes, sourced and screened candidates, and observed recruitment interviews. The objective of the project was to analyze HR practices and provide recommendations to improve effectiveness and organizational performance.
This report summarizes the human resource planning and benchmarking done for a new 5-star hotel project in Amritsar, India. The author conducted research on manpower requirements, annual budgets, and staffing structures at 3 comparable hotels. Data was collected through interviews and analyzed to determine optimal staffing levels and budgets for the new hotel. Recommendations were made to ensure the proper human resources are in place for the success of the project.
Effective project management is crucial for organizations to stay competitive and achieve their goals in today’s dynamic and competitive business landscape. Primavera P6, a powerful project management software, has emerged as a vital tool for professionals and organizations looking to streamline their project management processes. In Lahore, Pakistan, the demand for skilled Primavera P6 professionals is rising, making Primavera P6 training a valuable investment for career growth and organizational success.
Presented to: Mr.Zia-ur-Rehman
Presented by: M.Hashaam
Roll No. : AM552381
Class : MBA (B&F) 3rd Semester
Allama Iqbal Open University
ASC: Punjab Computer College, Garhi shao LHR
The document provides an overview of an HR and Talent Management Toolkit created by former McKinsey, Deloitte, and BCG management consultants. The Toolkit includes frameworks, tools, templates, tutorials, and best practices from over 100 years of consulting experience to help organizations attract, develop, and retain top talent. It takes a six-phase approach to developing an HR strategy, defining pillars to achieve objectives, assessing initiatives, prioritizing projects, and managing change. The Toolkit has helped over 200,000 professionals improve organizational performance.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after 3,000+ hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to improve the “HR and Talent Management” function of your organization, and help you attract, develop and retain top talent.
This Powerpoint presentation is only a small preview of our Toolkit.
You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com.
This Toolkit includes frameworks, tools, templates, tutorials, real-life examples, best practices, and video training to help you:
-Define and Implement your HR and Talent Management Strategy: (1) Summary of the Corporate and Business Strategy, (2) HR Analysis, (3) HR and Talent Management Capability Maturity Model, (4) Current State And Target State, (5) HR and Talent Management Mission, Vision & Values, (6) Strategic Objectives & KPIs to Reach our Vision, (7) Team & Budget, (8) Guiding Principles
-Define the 10 Pillars required to reach your HR and Talent Management Strategic Objectives: (1) Capability Management, (2) Structure & Governance, (3) Culture, (4) Competency Management, (5) Recruitment, (6) Talent Development, (7) Mentoring, (8) Performance Management, (9) Reward and Recognition, (10) Reassignment & Termination
-List your Potential Initiatives for each pillar
-Create your Business Cases and Financial Models to Assess your List of Potential Initiatives
Prioritize, Plan and Implement your Projects: (1) Project Prioritization, (2) Business Roadmap, (3) Governance, (4) Dashboards, (5) Project Implementation: Agile Methodology, Design Thinking and Traditional Methodology, (6) Continuous Improvement (7) Post Projects Evaluation and Lessons Learnt, (8) Post Strategy Evaluation and Lessons Learnt
-Define and implement your change management strategy and internal communication strategy: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking and progress management, (4) Effective communication
-Engage your stakeholders effectively: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan
dr Agata Dulnik - Supporting leadership effectiveness during times of rapid o...Certes
The document summarizes a presentation given by Agata Dulnik at the Global WIAL conference in Warsaw on October 19th. The presentation covered the following topics:
1. An introduction to Accenture, a leading professional services company, outlining its businesses, revenues, and global footprint.
2. A discussion of mergers and acquisitions activity, shifting focus from scale to strategic value through complementary deals and concurrent transformation.
3. Accenture's view of the future workforce, which will value judgment work through enabling multi-skilled workers, breaking hierarchies, and engaging in the digital race.
This document discusses succession planning. It defines succession planning as a systematic process for identifying, assessing, and developing staff in order to ensure the future success and sustainability of an organization. The document emphasizes that succession planning is a proactive, strategic process for investing in future leaders rather than a reactive process. It identifies some key elements of succession planning including focusing on performance over potential, developing a broad range of experiences, and incumbent leaders mentoring future talent. The document also outlines the typical succession planning process, which involves assessing key positions and talent, developing plans to address development needs, and regularly reviewing progress. It concludes by listing some common development approaches used in succession planning like on-the-job training, learning from others, and formal training
Talent management and how to develop skills &Nyein Chan Aung
The document discusses talent management and how to develop the skills and abilities of potential staff. It defines talent management as an organization's efforts to attract, develop, engage and retain skilled employees. Some key aspects of talent management include recruitment, development and retention of talent, deploying talent, and succession planning. The document also provides steps for creating employee development plans, developing training and development programs, and evaluating talent management efforts.
Mentors Consulting provides consulting services to social and business enterprises to improve their operational effectiveness through cost-efficient solutions and building internal capacity. They have experience in areas like livelihoods and enterprise development, peace and social justice, institutional development, and socio-economic research. Mentors' mission is to help clients succeed through professional consulting services and a focus on human assets over physical or capital assets.
Agile Project Management - An introduction to Agile and the new PMI-ACPDimitri Ponomareff
The PMI-ACP recognizes knowledge of agile principles, practices and tools and techniques across agile methodologies. If you use agile practices in your projects, or your organization is adopting agile approaches to project management, then this PDM will provide a full overview about this new PMI certification while exploring key agile principles, practices and techniques. If you always wanted to learn more about agile, this presenter is a certified Agile practitioner, trainer and coach so you will receive up to date information about the state of Agile and how it can most help you in your organization or your career.
This document discusses key aspects of project management for software projects. It covers that project management involves planning, monitoring, and controlling people, processes, and events throughout the software development lifecycle. Project management focuses on the four Ps - People, Product, Process, and Project. Effective project management requires considering these factors and organizing the project team appropriately to achieve success.
- Only one in five CEOs are confident that their current talent management approaches are sufficient to produce successors for ongoing success, according to a survey. Additionally, 40% of new CEOs fail to meet their goals within their first 18 months and only about 30% of family-owned businesses successfully transfer to the second generation.
- Succession planning is important for ensuring business continuity by identifying and developing future leaders to achieve organizational objectives. However, surprisingly many organizations still lack focus on succession planning.
- The document discusses the importance of succession planning and encourages organizations to focus on identifying HiPos, developing them for future roles, and implementing comprehensive succession planning frameworks.
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...Dubai Quality Group
Breakthrough Process Improvement case study submitted by Mashreq Bank during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
This course is designed to help companies better identify, select, train and support both program and project managers as a core competency within the organisation. Building around proven academic research, we will explore the various competency models, including those of PMI, AIPM, IPMA and GAPPS, and using those as the basis; actually conduct competency assessments in the classes.
We will also explore how to modify competencies to fit your specific organisation or application. Lastly, this course will also demonstrate how to use the Kirkpatrick 4 Step Model to evaluate and measure the effectiveness of project and program management training programs.
www.trueventusnews.com
The document discusses project management and provides information on key concepts. It begins by defining a project and the goals of project management. It then covers the project life cycle, knowledge areas, and reasons for project failure. The document emphasizes that project management ensures projects are delivered on time, within budget, and meet requirements to provide value. It summarizes several approaches, methodologies, and principles for effective project management.
This document summarizes a project management simulation tool called PROSIM that is offered by Accelerated Learning Technologies. PROSIM measures the impact of learning on knowledge gain, behavioral change, and business results. It uses a gamification model and integrates situational leadership principles. The simulation applies project management methodologies like PMBOK and uses a customizable case study. It also includes a 21-day post-training assignment to facilitate learning transfer and measure impact on employee performance and business results. Feedback from participants indicates the program improves job performance and aligns with business goals. Data shows it increases knowledge, competencies, and generates tangible results like a $380,000 customer initiative from one participant.
This document provides an overview of logistics support for the Pakistan Army. It defines logistics and describes the key functions of inbound and outbound logistics. It then discusses the mission of the Pakistan Army to defend Pakistan from external threats. The document outlines that the Pakistan Army Logistics supplies men, materials, and services to support military operations. It also describes the Army School of Logistics in Murree that provides training courses. A SWOT analysis identifies strengths, weaknesses, opportunities and threats to Pakistan Army Logistics. The conclusion states that logistics support is crucial to the Pakistan Army and defense institutions. The recommendation is that the Army should have more freedom to act in the country's interests without waiting for government orders and priority should be given
This document provides information about inventory management and control systems. It discusses classifications like ABC analysis and economic order quantity. The case study focuses on inventory practices at SIWA Industries, which uses just-in-time for major parts and ABC analysis for small parts. A SWOT analysis finds strengths in continuous production and efficient funds use, while weaknesses include low quality materials and extra investment. Recommendations include removing inventory classifications and matching investment to production needs.
Presented To: Ms. Adeela Jabbar
Presented By: M.Hashaam
Roll No. : AM552381
Class : MBA (B&F) 3rd Semester
Allama Iqbal Open University
ASC: Punjab Computer College, Garhi shao LHR.
Presented to: Mr.Waqas Raza
Presented by: M.Hashaam
Roll No. : AM552381
Class : MBA (B&F) 2nd Semester
Allama Iqbal Open University
ASC: Punjab Computer College, Garhi Shao LHR.
This document presents a manufacturing information system report for SIWA Industries PVT Ltd. It includes an introduction to manufacturing information systems and definitions. It then provides an overview of SIWA's current partially computerized and manual systems for material procurement, production, quality, and storage. A SWOT analysis finds strengths in smooth information flow and record keeping but weaknesses in employee interest and workload. The report concludes SIWA's system is effective but employees resist computerization. It recommends fully implementing computerized systems and motivating employees.
Presented To: Mr. Shahid Habib (Late)
Presented By: M.Hashaam
Roll No. : AM552381
Class : MBA (B&F) 1st Semester
Allama Iqbal Open University, Islamabad.
ASC: Punjab Computer College, Lahore
The document discusses the use of secondary data in research. It notes that secondary data can provide valuable information and insights while complementing primary research. It then provides examples of internal and external secondary sources, and how secondary data can be used in business research to identify problems, develop research designs, answer questions, and interpret primary data. The document also presents a case study on how Pharma Health Pakistan uses secondary data to support primary research, save time and costs, identify problems, and gain advantages over competitors. It analyzes the strengths, weaknesses, opportunities and threats to Pharma Health from using secondary data. The conclusion recommends using accurate, high-quality, current secondary data to reduce the need for primary research.
This document discusses the topic of probability and its applications in business. It defines probability theory and describes three types of probability: classical, empirical, and subjective. Probability distributions are also introduced. The document then discusses how probability is used in business for calculating long-term gains and losses, risk evaluation, sales forecasting, manufacturing decisions, and scenario analysis.
1. The document discusses job evaluation at Pharma Health Pakistan (PVT) Ltd, including defining job evaluation, the methods used, and its importance.
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Habib Bank Limited uses various techniques to minimize credit risk, including assessing individuals, businesses, collateral, and industry prospects. The presentation discusses credit risk and how organizations try to reduce it. It then focuses on Habib Bank Limited and the specific techniques they use, such as credit information bureaus, assessing collateral through mortgages, and setting credit limits. A SWOT analysis finds strengths in collateral valuation and mortgages, but also notes current economic weaknesses and risks from competitors.
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
2. Management
Theory & Practice
Topic:
Management use Planning
Tools in Hotel
Presented to: Waqas Raza
Presented by: M.Hashaam
Roll No. : AM552381
Class : MBA (B&F) 1st Semester
Allama Iqbal Open University
ASC: Punjab Computer
College, Garhishao, Lahore
3. Acknowledgment
First of all thanks of Allah who is most
beneficent and the most merciful whose
blessings are abundant and favors are
unlimited.
It is my pleasure to acknowledge the guidance
and support of my subject Teacher: Mr. Adnan
Siddiqui for her endless guidance.
My deepest gratitude goes to my Parents and all
of my friends for their moral
support, understanding and help.
I would also like to acknowledge “Pearl
Continental Lahore”.
4. An Abstract
Planning Tools are those techniques
which helps manager’s to make plan
affective. In any organization
Planning Tools play vital role in
management.
In Pearl Continental Lahore, Planning
tools helps to achieve the set goals
and objectives.
5. Introduction to Planning
Tools
Definition
“Manager’s have a variety of
tools available that can enhance
and facilitate the planning
process”.
6. Introduction to Planning
Tools cont...
There are three categories of Basic
Planning tools and Techniques which
are following:
For Assessing the Environment
For Allocating Resources
Contemporary Planning Techniques
7. Introduction to Planning
Tools cont...
1) For Assessing 2) For 3) Contemporary
the Environment Allocating Planning
Resources Techniques
1. Global 1. Project
1. Budgeting
Scanning Management
2. Scenario
2. Forecasting 2. Scheduling
Planning
3. Benchmarking 3. Gantt Charts
4. Load Charts
5. PERT Analysis
6. Break-Even
Analysis
9. About Pearl Continental
Hotel Lahore
Pearl Continental Hotel is the largest
and Pakistan's only
five star ( ) chain.
In 1985 Hashoo Group took over this
company through privatization and
changed the name from Inter
Continental to Pearl Continental (PC).
In 1967 PC Lahore came into existence.
10. Vision & Mission
Vision
“We’ll open the doors; you’ll see what’s in
store.”
Mission
“Our mission is to be the hotel recognized as
the leader in the industry in any aspect. We
are committed to train and develop all our
staff members allowing them to grow in their
careers and provide services and standards
which exceed guest expectations.”
11. Planning tools used in Pearl
Continental Hotel Lahore
The following Planning tools are
used by Hotel Management in PC.
Scheduling
Pie Charts and Graph’s
Break-Even Analysis
Forecasting
Budgeting
12. Merit’s and Demerit’s of
Planning Tools in PC
Merit’s Demerit’s
• Achieve Target’s • Wrong Fact
• Quality Products Figure's
• Excellent Service
• Creative
Innovation
13. Strengths and Weaknesses
of Planning tools in PC
Strengths Weaknesses
• Quality Products • Terrorism and
• Excellent Service Instability in
• Financial Strength Country
• Organized • Country Repute
Management
14. Conclusion
I conclude that in Pearl
Continental, Planning tools are
working most efficiently to
achieve their goals and
objectives.
Planning tools helps the manager’s
to manage the plans affectively.
15. Recommendations
In Pearl Continental Lahore there
is need of new technology to
make more efficient planning
tools.
Availability of information for
planning tools should be correct
and accurate.