This document discusses using a balanced scorecard (BSC) approach combined with system dynamics to improve project management and organizational performance. It identifies key factors that impact outcomes like margins, such as costs, customer satisfaction, efficiency, and innovation. These factors are interrelated and must be balanced. The document recommends identifying metrics related to projects, the organization, performance, finance, and quality to measure these factors. Setting targets and tracking performance indicators and key goals will provide knowledge to learn and improve over time.
The sample strategy maps document provides examples of strategy maps for different types of organizations, including a software company, healthcare organization, community bank, state department of transportation, federal government printing office, IT department, and finance function. The maps illustrate how each organization connects objectives across financial, customer, internal process, and learning & growth perspectives to achieve their overall vision or goals.
BPM provides value in three key ways:
1. For BPM consultants by focusing on business issues and value creation through technology, operations, and human capital expertise.
2. For customers by improving processes, productivity, time to market, costs, and customer relationships.
3. For managing BPM projects through assessing the current situation, defining requirements and goals, designing and implementing improvements, and continually monitoring and improving processes.
Professional Business Results & Selected Accomplishmentsmjleib
This slide show summarizes the professional results and accomplishments of Michael Jay Leib across management accountability, marketing leadership, and technology leadership. Some of the key accomplishments highlighted include redesigning and automating customer fulfillment processes, product turnarounds and restructurings, expanding business into new markets, special end-of-life product sales, acquisitions and integrations, increasing revenue and margins, and building out channel sales programs.
SBI Consulting provides SAS Business Intelligence solutions and services to customers. They offer demand planning, forecasting, and sales and operations planning solutions using SAS software in a SAAS environment. SBI values a pragmatic approach with quick implementation and scalable, flexible solutions. They aim to work closely as a team with customers to add value through their forecasting and S&OP planning expertise.
Jamie Thomas is the Vice President of Product Development, Delivery and Customer Support. The document discusses how to effectively develop teams across continents, manage outsourced assets, leverage automation to optimize resources, and foster culture change to agile. It proposes using IBM's Measured Capability Improvement Framework to establish objectives, prioritize practices, accelerate adoption, and analyze results in incremental phases.
Prosci provides various products and toolkits to support business process reengineering and change management projects. Their products are based on research with over 1000 organizations and provide templates, guidelines and best practices. Their change management toolkit in particular contains templates and guidelines to help create an effective change management plan and strategy. It utilizes their proven change management methodology and process. Their products aim to help projects better plan change management upfront and avoid common pitfalls in order to increase the success of business process change initiatives.
This document summarizes the experience and qualifications of a high-energy sales executive with over 15 years of experience in enterprise software and technology sales. Some of her key accomplishments include consistently exceeding sales targets, managing large accounts, launching new software products, and strengthening client relationships. She has held several leadership and sales roles within technology companies focused on design, manufacturing, and textiles.
The LiTMUS Group is a strategic international partnership of 2000+ consultants in 40 offices worldwide that provides full-service consulting to the largest organizations. They specialize in turning client strategies into great performance through a hands-on approach and take responsibility for implementation and bottom line results. The document provides details on their services, capabilities, industries served, and examples of clients in the financial services, life sciences, and energy/utilities sectors.
The sample strategy maps document provides examples of strategy maps for different types of organizations, including a software company, healthcare organization, community bank, state department of transportation, federal government printing office, IT department, and finance function. The maps illustrate how each organization connects objectives across financial, customer, internal process, and learning & growth perspectives to achieve their overall vision or goals.
BPM provides value in three key ways:
1. For BPM consultants by focusing on business issues and value creation through technology, operations, and human capital expertise.
2. For customers by improving processes, productivity, time to market, costs, and customer relationships.
3. For managing BPM projects through assessing the current situation, defining requirements and goals, designing and implementing improvements, and continually monitoring and improving processes.
Professional Business Results & Selected Accomplishmentsmjleib
This slide show summarizes the professional results and accomplishments of Michael Jay Leib across management accountability, marketing leadership, and technology leadership. Some of the key accomplishments highlighted include redesigning and automating customer fulfillment processes, product turnarounds and restructurings, expanding business into new markets, special end-of-life product sales, acquisitions and integrations, increasing revenue and margins, and building out channel sales programs.
SBI Consulting provides SAS Business Intelligence solutions and services to customers. They offer demand planning, forecasting, and sales and operations planning solutions using SAS software in a SAAS environment. SBI values a pragmatic approach with quick implementation and scalable, flexible solutions. They aim to work closely as a team with customers to add value through their forecasting and S&OP planning expertise.
Jamie Thomas is the Vice President of Product Development, Delivery and Customer Support. The document discusses how to effectively develop teams across continents, manage outsourced assets, leverage automation to optimize resources, and foster culture change to agile. It proposes using IBM's Measured Capability Improvement Framework to establish objectives, prioritize practices, accelerate adoption, and analyze results in incremental phases.
Prosci provides various products and toolkits to support business process reengineering and change management projects. Their products are based on research with over 1000 organizations and provide templates, guidelines and best practices. Their change management toolkit in particular contains templates and guidelines to help create an effective change management plan and strategy. It utilizes their proven change management methodology and process. Their products aim to help projects better plan change management upfront and avoid common pitfalls in order to increase the success of business process change initiatives.
This document summarizes the experience and qualifications of a high-energy sales executive with over 15 years of experience in enterprise software and technology sales. Some of her key accomplishments include consistently exceeding sales targets, managing large accounts, launching new software products, and strengthening client relationships. She has held several leadership and sales roles within technology companies focused on design, manufacturing, and textiles.
The LiTMUS Group is a strategic international partnership of 2000+ consultants in 40 offices worldwide that provides full-service consulting to the largest organizations. They specialize in turning client strategies into great performance through a hands-on approach and take responsibility for implementation and bottom line results. The document provides details on their services, capabilities, industries served, and examples of clients in the financial services, life sciences, and energy/utilities sectors.
E3 Performance Group is a consulting firm that helps businesses improve efficiency and transform through team dynamics. They provide consulting services focused on business process reengineering, change management, project management, and developing key performance metrics for clients. Their approach involves working directly with frontline employees through structured improvement programs to identify, plan, implement and track the results of process improvement projects. They expect results like increased sales, reduced costs, improved productivity, engagement and accountability through their team-based continuous improvement methodology.
Business analysis plays a key role in ensuring project success and delivering business value. Effective business analysis includes defining business needs, capturing requirements, and ensuring solution designs meet requirements. Weak business analysis is a leading cause of project failures, as solutions may not satisfy business needs. Throughout a solution's lifecycle, from design to operation, ongoing requirements management by business analysts helps maximize business value.
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at BirthDavid Baker
1. The document discusses the similarities between enterprise architecture (EA) and governance, risk, and compliance (GRC) approaches and how EA techniques can help address complications that arise in implementing GRC programs.
2. Key issues that GRC programs face include fragmented risk views, work performed in silos, ensuring compliance with boundaries, and overreliance on checklists.
3. EA can help with these issues by linking risk management to strategy, providing a holistic operating model, establishing an "EA constitution" to guide compliance, and managing by outcomes rather than checklists. The document argues that GRC and EA ultimately work toward the same goals.
Brief introduction of Morgan Clark & Company, who we are, what we do. Interested to meet us? Call +31 20 737 05 37 or e-mail info@morganclark.com. You can also visit our website: morganclark.com
PHEL, India (Psyche Hospitality Enterprises Ltd.), is a Hospitality Consultancy Company specialising in the areas of project consultancy, project and operations management, financial consultancy etc. for our clients who range from a small restaurant to a international 5 star hotel chain.
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...Alan McSweeney
Performance-Based Services Contracting (PBSC) is concerned with the structured of the results and measurable outcomes to be achieved rather than the manner by which the work is to be performed.
Performance-Based Services Contracting approach is about defining what the required results of a service will rather than how the contractor will perform the tasks.
The document discusses business analysis and related topics:
- It defines business analysis as the set of tasks used to work with stakeholders to understand an organization's structure, policies, and operations in order to recommend solutions that help the organization achieve its goals.
- Key aspects of business analysis include standardization through frameworks like BABOK, as well as adaptability to different organizational contexts and changes.
- Business analysis plays a role throughout a project life cycle from planning and requirements gathering to solution design, development, and post-project operations and maintenance.
The document discusses managing project portfolios through establishing clear status reporting. It emphasizes the importance of consistent, objective status reporting across all projects using common definitions for timelines, costs, resources, and other dimensions. Standardizing status reports helps portfolio managers make informed decisions by understanding what stage each project is at. The document provides examples of accurate yet concise status updates and discusses tools that can help manage projects at different levels of rigor over time.
Satu pendekatan baru dalam latihan keusahawanan diMalaysia.
Pendekatan ini lebih kuantitatif lagi strategik.
Kemenangan dapat dipertingkatkan dalam pasaran bersaing sekarang.
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
This document discusses business process management and provides insights and practices for sustained transformation. It addresses key success factors for practitioners and depicts the enterprise as a dynamic system. Some key process elements of BPM are also outlined, including frameworks for evaluation and management. The document emphasizes that sustained process performance depends on an organization's capability to manage its processes through business process management.
Ma The Role Of Bpm In Business Architecture 2007 11hughdma
Business Architecture provides a framework for aligning business strategy and IT services like business process management. It identifies the core capabilities, functions, and processes that are most important for delivering business strategy. The operational model and functional decomposition provided by Business Architecture give organizations clarity on what processes should be optimized through BPM. Engaging stakeholders early in Business Architecture helps prioritize capabilities and ensures BPM efforts focus on the areas that matter most to the business.
Making Things Simpler: How Primitives Help Integrate BPM and Enterprise Archi...Michael zur Muehlen
The document discusses modeling concepts for enterprise architecture, including defining architecture with modeling languages, using models to describe and capture structure and domain content, and organizing models with taxonomies and model data vocabularies. It also addresses ensuring consistent rendering of models from requirements to implementation based on audience and needs.
This document contains information about Syam Puli, including their areas of expertise in project management, business transformation, ERP implementations, change management, and more. They have over 15 years of experience working for various employers across multiple industries. The document outlines their education, certifications, accomplishments on past projects, technical skills, and the critical success factors they consider important for ERP and technology implementation projects.
The document outlines the services of an organizational consulting firm focused on helping clients improve performance, productivity, and organizational excellence. The firm provides assessments, strategic planning, leadership development, and process improvement consulting. The goal is to help clients transition from good to great by aligning resources, implementing continuous improvement processes, and engaging employees. Services are available to clients across various industries and stages of organizational development.
This document discusses modern project management trends, including:
1. Projects are increasingly global with dispersed teams across different time zones and cultures, challenging project managers. New communication tools help facilitate collaboration.
2. Projects are becoming smaller in size due to cloud computing and shadow IT. This increases the total number of projects to manage while integrating diverse technologies.
3. Cloud-based project management tools provide a centralized place for tracking progress, enabling collaboration between dispersed teams. This facilitates management of distributed global projects.
4. Outsourcing project management services is increasing but brings challenges around responsibilities and commercial negotiations that sometimes require the client to intervene.
Project Performance, Feedback Loops, Risks, and System DynamicsHIMADRI BANERJI
Jay Forrester of MIT is recognized as the father of System Dynamics a body of knowledge founded on system theory in understanding the counter intuitive behavior of systems.The author in this presentation develops a methodology for managing project risks using system dynamics.
E3 Performance Group is a consulting firm that helps businesses improve efficiency and transform through team dynamics. They provide consulting services focused on business process reengineering, change management, project management, and developing key performance metrics for clients. Their approach involves working directly with frontline employees through structured improvement programs to identify, plan, implement and track the results of process improvement projects. They expect results like increased sales, reduced costs, improved productivity, engagement and accountability through their team-based continuous improvement methodology.
Business analysis plays a key role in ensuring project success and delivering business value. Effective business analysis includes defining business needs, capturing requirements, and ensuring solution designs meet requirements. Weak business analysis is a leading cause of project failures, as solutions may not satisfy business needs. Throughout a solution's lifecycle, from design to operation, ongoing requirements management by business analysts helps maximize business value.
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at BirthDavid Baker
1. The document discusses the similarities between enterprise architecture (EA) and governance, risk, and compliance (GRC) approaches and how EA techniques can help address complications that arise in implementing GRC programs.
2. Key issues that GRC programs face include fragmented risk views, work performed in silos, ensuring compliance with boundaries, and overreliance on checklists.
3. EA can help with these issues by linking risk management to strategy, providing a holistic operating model, establishing an "EA constitution" to guide compliance, and managing by outcomes rather than checklists. The document argues that GRC and EA ultimately work toward the same goals.
Brief introduction of Morgan Clark & Company, who we are, what we do. Interested to meet us? Call +31 20 737 05 37 or e-mail info@morganclark.com. You can also visit our website: morganclark.com
PHEL, India (Psyche Hospitality Enterprises Ltd.), is a Hospitality Consultancy Company specialising in the areas of project consultancy, project and operations management, financial consultancy etc. for our clients who range from a small restaurant to a international 5 star hotel chain.
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...Alan McSweeney
Performance-Based Services Contracting (PBSC) is concerned with the structured of the results and measurable outcomes to be achieved rather than the manner by which the work is to be performed.
Performance-Based Services Contracting approach is about defining what the required results of a service will rather than how the contractor will perform the tasks.
The document discusses business analysis and related topics:
- It defines business analysis as the set of tasks used to work with stakeholders to understand an organization's structure, policies, and operations in order to recommend solutions that help the organization achieve its goals.
- Key aspects of business analysis include standardization through frameworks like BABOK, as well as adaptability to different organizational contexts and changes.
- Business analysis plays a role throughout a project life cycle from planning and requirements gathering to solution design, development, and post-project operations and maintenance.
The document discusses managing project portfolios through establishing clear status reporting. It emphasizes the importance of consistent, objective status reporting across all projects using common definitions for timelines, costs, resources, and other dimensions. Standardizing status reports helps portfolio managers make informed decisions by understanding what stage each project is at. The document provides examples of accurate yet concise status updates and discusses tools that can help manage projects at different levels of rigor over time.
Satu pendekatan baru dalam latihan keusahawanan diMalaysia.
Pendekatan ini lebih kuantitatif lagi strategik.
Kemenangan dapat dipertingkatkan dalam pasaran bersaing sekarang.
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
This document discusses business process management and provides insights and practices for sustained transformation. It addresses key success factors for practitioners and depicts the enterprise as a dynamic system. Some key process elements of BPM are also outlined, including frameworks for evaluation and management. The document emphasizes that sustained process performance depends on an organization's capability to manage its processes through business process management.
Ma The Role Of Bpm In Business Architecture 2007 11hughdma
Business Architecture provides a framework for aligning business strategy and IT services like business process management. It identifies the core capabilities, functions, and processes that are most important for delivering business strategy. The operational model and functional decomposition provided by Business Architecture give organizations clarity on what processes should be optimized through BPM. Engaging stakeholders early in Business Architecture helps prioritize capabilities and ensures BPM efforts focus on the areas that matter most to the business.
Making Things Simpler: How Primitives Help Integrate BPM and Enterprise Archi...Michael zur Muehlen
The document discusses modeling concepts for enterprise architecture, including defining architecture with modeling languages, using models to describe and capture structure and domain content, and organizing models with taxonomies and model data vocabularies. It also addresses ensuring consistent rendering of models from requirements to implementation based on audience and needs.
This document contains information about Syam Puli, including their areas of expertise in project management, business transformation, ERP implementations, change management, and more. They have over 15 years of experience working for various employers across multiple industries. The document outlines their education, certifications, accomplishments on past projects, technical skills, and the critical success factors they consider important for ERP and technology implementation projects.
The document outlines the services of an organizational consulting firm focused on helping clients improve performance, productivity, and organizational excellence. The firm provides assessments, strategic planning, leadership development, and process improvement consulting. The goal is to help clients transition from good to great by aligning resources, implementing continuous improvement processes, and engaging employees. Services are available to clients across various industries and stages of organizational development.
This document discusses modern project management trends, including:
1. Projects are increasingly global with dispersed teams across different time zones and cultures, challenging project managers. New communication tools help facilitate collaboration.
2. Projects are becoming smaller in size due to cloud computing and shadow IT. This increases the total number of projects to manage while integrating diverse technologies.
3. Cloud-based project management tools provide a centralized place for tracking progress, enabling collaboration between dispersed teams. This facilitates management of distributed global projects.
4. Outsourcing project management services is increasing but brings challenges around responsibilities and commercial negotiations that sometimes require the client to intervene.
Project Performance, Feedback Loops, Risks, and System DynamicsHIMADRI BANERJI
Jay Forrester of MIT is recognized as the father of System Dynamics a body of knowledge founded on system theory in understanding the counter intuitive behavior of systems.The author in this presentation develops a methodology for managing project risks using system dynamics.
System Dynamics, Analytics & Big Data (16th Conference of the UK Chapter of t...Michael Mortenson
The document discusses the relationship between analytics, big data, and system dynamics. It begins by providing background on the growth of analytics and big data. It then discusses relationship problems between analytics and operations research. The main part of the document introduces the Dianoetic Management Paradigm to describe the evolution of management thinking and related technologies over time. It also describes categories of analytics from descriptive to predictive to prescriptive. Finally, it discusses implications of big data for system dynamics, including opportunities around high-volume, unstructured, and streaming data as well as related technologies.
This presentation provides an introduction to system dynamics.
Peter S. Hovmand, PhD, MSW
Founding Director, Social System Design Lab
Brown School of Social Work
Washington University in St. Louis
This document discusses system dynamics and introduces key concepts. It defines a system as a collection of components with interactions and a boundary separating it from the environment. A system is dynamic if its inputs or outputs change over time, requiring memory. The state space representation uses state variables and integration over time as a memory operator. Examples show how state equations and output equations can represent dynamic systems like a wishing well with and without interest or deposit-dependent interest.
What are systems and how does this apply to school leadership Ruth Deakin Crick
This document provides an introduction to systems thinking for school leaders. It defines a system as a set of interconnected parts that produce emergent behaviors not present in the individual parts. Systems thinking recognizes that the world consists of highly interconnected technical and social entities organized in hierarchies that produce complex and uncertain behaviors. The document discusses key concepts in systems thinking including layers, loops, and processes to understand how change happens within systems. It emphasizes integrating both hard, physical aspects and soft, human aspects of systems and considering purpose, stakeholders, and relationships between components that influence system performance.
This document provides an introduction to system dynamics. It defines a system as a collection of interacting components with defined boundaries and inputs/outputs. Dynamic systems change over time even if inputs are constant, while static systems only depend on current inputs. Common dynamic systems include mechanical, electrical, thermal, and fluid systems. System dynamics involves defining a system, creating a mathematical model, simulating the model's behavior, and making recommendations. Models allow studying systems without experimenting on real systems. Simulation uses models to compute how systems react to inputs over time.
An introduction to system dynamics & feedback loopbhupendra kumar
System dynamics focuses on the structure and behavior of systems composed of interacting feedback loops.
System Dynamics helps in designing the interconnections and structures to give more confidence and predictability in behavior of the systems.
Understanding Complexity of Organizational and System DynamicsAlexey Krivitsky
This document discusses understanding complexity in organizational and system dynamics. It provides examples of causal loop diagrams that can be used to model cause-and-effect relationships within a system. It also discusses strategies for driving transformation, such as understanding current system dynamics, designing experiments to test new approaches, facilitating formation of new team structures, and establishing coordination practices. The goal is to holistically change parts of the existing system to create a new product organization.
Making sense of messy problems - Systems Thinking for multi-channel UXjohanna kollmann
I gave this talk at the IA Summit in New Orleans on March 25, 2012. Here's the talk description:
It’s part of our job to talk to people to figure out complex situations. To build things people love, we have to understand not only users, but also the wider context we’re working in: people, systems, structures, business models, and more. The need to think the user experience through on several channels challenges us to envision a system that is cohesive and delivers delightful experiences.
Business analysis, computer science and psychology offer different frameworks and tools to help to make sense of a messy situation, to articulate and visualize the problem. In this talk, I will present a selection of techniques that are relevant to UX, such as Soft Systems Methodology or the Business Model Canvas.
You will walk away with:
- Knowledge about systems thinking theory
- An understanding of how systems thinking methods can be used as part of a UX process, incl. tools and techniques
This document provides an overview and training on Microsoft Dynamics NAV. It begins with an introduction to NAV and its benefits. It then outlines the key NAV modules including sales, technical, purchase, store, production, projects and accounts. The document reviews the sales workflow and processes for orders, jobs, forms and reports. It also provides instructions on how to open NAV, approve documents, create contacts, customers, sales orders and more. Finally, it discusses various NAV functions for searching, filtering, sorting and exporting data.
Malaysian Constitution - An Introduction to the Malaysian ConstitutionMalaysian Constitution
An introductory guide to the basics of the Constitution of Malaysia. Includes case briefs on topical constitutional cases and comments on current constitutional issues.
SYSTEMS THINKING: Lessons From The Fifth Discipline Fieldbook by Senge, Kleik...Joanna Beltowska
This document provides an overview of key concepts from systems thinking as presented in the book The Fifth Discipline Fieldbook. It discusses how systems thinking can help analyze complex issues as systems rather than isolated parts. Specific concepts covered include nonlinear relationships within systems, bounded rationality and mental models that limit our understanding of systems, and how events accumulate over time to reveal the underlying system structure.
Cadence is a global project management consulting and training firm known for its robust methodology and action-based approach. It has over 300,000 alumni from 50 countries and helps companies implement organizational project management through training programs for teams, managers, and executives. Successful organizational project management at companies like AkzoNobel has led to benefits like faster response to change, higher performance teams, and a positive impact on business results.
This document provides an overview of the Project Management Office (PMO) for the Commercial Operations division at Microsoft. The PMO aims to maximize business value for customers by enabling change through project management excellence. It has evolved over time from individual regional teams to a more integrated global organization. The PMO's value comes from services like project management, change management, and process improvement. It also provides tools, templates, and a governance framework to help projects succeed.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
This document discusses process maturity and improving an organization's processes. It provides an overview of a maturity model with five levels that guide an organization from inconsistent practices to continuous process innovation. The objectives and benefits of each maturity level are outlined, with the goals including establishing standardized processes, managing processes quantitatively, and ultimately enabling continuous improvement and achieving targets through process optimization.
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
Considerations in Selecting and Protecting Your IT InvestmentHelene Heller, PMP
The document discusses considerations for selecting and protecting IT investments, including the importance of aligning technology choices with business needs. It recommends using an enterprise IT structure and governance model to select projects that address end-to-end business processes and have a clear business case. A portfolio management approach is suggested to prioritize projects, optimize costs and benefits, and adapt to changing business needs. Key steps include understanding stakeholder goals, brainstorming potential enterprise solutions, and developing a business case for each project.
The document discusses measuring the costs of requirements to improve project success rates. It recommends taking a balanced approach to measurement that aligns with organizational goals. Key measures include requirements defects, changes requiring rework, customer satisfaction, and cycle times. Tracking measures over time can help increase process maturity from initial to optimized levels. Consistency, benchmarks, and a SMART approach to measurement are emphasized.
Project Management in an Agency Environment Jeff Thaler
An overview of Project Management core areas of focus. Includes project management process, tools, and collaboration with other parties - includes roles and responsibilities in comparison to Account Management.
Antonio is a marketing geek and technology champion with experience in product/brand management, web marketing, social media, SaaS/Cloud technologies, and CRM. He has led teams to create visions and see projects through from inception to completion. The document provides details on Antonio's background, accomplishments, areas of expertise, and contact information if the reader would like assistance from him.
Can Program Managers make it to the Executive Suite?Tathagat Varma
The document discusses how program managers can advance their careers to executive roles by developing broad leadership skills in areas like strategy, stakeholder engagement, and portfolio management alongside deep skills in program and project delivery; it outlines the core skills, knowledge areas, and success mantras of program managers and charts one professional's career evolution from engineer to general manager through taking initiative, developing influence, and maintaining lifelong learning.
This presentation will discuss how you can develop your product market strategy to align with corporate operational objectives to drive meaningful development while demonstrating investment value and alignment.
Balanced Scorecard for CMMI Implementations - Eduardo Espinheira e Paula GomesPaula Gomes
This document presents a roadmap for implementing a Balanced Scorecard (BSC) approach within a CMMI implementation. It begins with an introduction and overview of CMMI levels and process areas. It then discusses the BSC concept, how it can benefit a CMMI implementation by measuring intangible assets beyond financials. The document outlines barriers to BSC implementation and proposes a services-oriented strategy with missions, visions, and strategies defined at all levels.
Presentation given at the BPM Executive Day, Bogota, Colombia, December 4, 2012. The presentation outlines the different dimensions of BPM activities an organization should consider when organizing their BPM efforts.
The document discusses the importance of comprehensive cost management for project, program, and portfolio management. It outlines key features needed for cost management like handling different cost types, time-phasing costs, and integrating with existing accounting and HR systems. WorkEngine is presented as a solution that offers these cost management capabilities on the Microsoft SharePoint platform for easier implementation and lower costs.
You've just embarked a Business Process Improvement initiative for your company, but how do you communicate your goals with your internal audience? Where do you start and what communication channels should be used to achieve optimal buy-in? Read more or visit us at http://www.verityconsult.com
The document discusses mobility as a service (MaaS) and the key aspects of developing a comprehensive MaaS system. It outlines technologies like blockchain, artificial intelligence, and real-time data integration that can power a MaaS platform. It emphasizes building a customer-centric service that provides route planning, ticketing, payment options and personalized assistance. The goal is to create an optimal customer experience, including for those with special needs, through predictive analytics and swift response to disruptions. Infrastructure support like widespread connectivity and cashless payments are also highlighted as important success factors for MaaS.
The document discusses the roles and responsibilities of a Project Management Office (PMO). It outlines various project functions the PMO is involved in including requirements management, architectural design, testing, training, implementation, acceptance, and risk assessment. It also provides examples of reporting and analytics used by the PMO to track project progress, costs, budgets, and quality.
The document discusses the implementation of the European Directive (EU) 2016/1148 (NIS Directive) for critical infrastructures. It provides an overview of the types of critical infrastructures that are in scope, such as energy, IT, transport, health, and finance. It then outlines a framework for identifying critical infrastructure assets and dependencies, assessing risks, implementing security measures, and auditing protections. This includes developing an inventory of hardware, software, networks and their configurations, as well as a statement of applicability, risk assessment, and documentation of security processes.
This document discusses Mobility as a Service (MaaS) in Flanders. It covers various aspects of a MaaS system including a route planner, ticketing, payment methods, journey guidance, use of data and artificial intelligence to optimize the customer experience. It also addresses accessibility for less mobile customers and features like indoor navigation. The document outlines a customer-centric approach with an emphasis on user profiles, preferences and privacy management. Blockchain and other technologies could also play a role in areas like settlement between transport service providers.
The document discusses forecasting costs for projects through various modeling techniques. It describes parametric cost estimating using mathematical formulas to relate cost drivers to project costs. The document also discusses using a rolling average approach and Monte Carlo simulations to forecast project costs. It emphasizes the importance of accurate data and metrics in developing a performant cost model to provide confident forecasts for executive management.
The document discusses bringing portfolio management (PMO) services to the next level. It proposes composing a balanced portfolio or roadmap that matches an organization's strategic ambitions. This involves ranking and prioritizing project initiatives based on factors like costs, benefits, and risks. It then demonstrates simulating different portfolio compositions to determine which provides the best outcome for an organization in terms of budget, costs, risks, cash flow, and return on investment. The goal is to provide data to help management make effective decisions.
bringing pmo to the next level! Managing your portfolio, optimising the outcome of the investment portfolio, enhancing the predictability of the expedient result: what will be cash flow, or our the market share next year, profit, costs, opex capex, ... it is all in your project portfolio!
monitoring your project (and portfolio) on a consistent manner, enabling Stakeholders receiving the correct information about their strategic decisions( projects)
how to start ? setting up tracking & reporting tool (MS Excel). All data are extracked from MS Project. aligned with Graphical project management reporting (earlier posted on Slideshare)
The document discusses setting up a Project Management Office (PMO) as a service to improve project success rates and organizational strategy execution. The PMO would execute the organization's strategy by composing a project roadmap, calculating returns on investment, and assigning resources and tools to projects. It would also take on a "watch dog" role to improve planning, reporting, risk management, and alignment of projects, programs and portfolios. Key metrics discussed for the PMO to monitor include time, cost, scope, quality and resource data. Charts are provided as examples to track schedule performance, cost performance, and milestone budgets versus actuals.
The document discusses the role and functions of a Trusted Archive Authority (TAA). A TAA is responsible for long-term storage of data and ensuring evidence of data integrity over time. The document outlines the key components and functionalities needed to enable a TAA service, including policies, procedures, infrastructure design, security, and audit capabilities. It also discusses document management systems, electronic signatures, timestamping, and other relevant standards and technologies.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
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Organizational Change Leadership Agile Tour Geneve 2024
Project management dynamics
1. 03-23-05
December 2012
BVBA
Project management : BSC & dynamic organisations
Presented by Jan Biets
Jan_biets@hotmail.com +32(0)477 32 90 11 Mechelen - Belgium
page 1 • BSC & Dynamics
2. Project management dynamics
An approach, together with BSC (balanced
scorecards), metrics, and (graphical) reporting, to improve the
outcome and quality of your strategic projects/programs.
Project management Dynamics December 2012
BVBA
3. Project, a dynamic organisation
Projects do have a balance, with several dynamic factors
interfering on each other;
• Cause and effects;
• Enforcing factors
• On a positive manner
• On a negative manner
• Are managed by stakeholders: (according applicability:)
project organisation, owner, Customer, management
• Focus on ultimate target / purpose of the organisation
• In this case: „margin%‟ [ %]
• Identify all factors having impact on :” margin % “:
• Learning, people, growth
• Internal business processes
• External / Customer
• financial
• Balanced scorecards (Kaplan)
• System Dynamics (Senge) December 2012
Project management Dynamics
BVBA
4. margin % new Customer (revenues)
cost overrun
satisfaction policy/SLA
cost prediction (sales) efficiency PM method policy
KISS innovation processes roles&responsabilities
improve performance (staff) template project management
product mgt
training staff PM skills innovation
engineers
employee satisfaction EVA
Project management Dynamics December 2012
BVBA
8. Project KPI, KGI
Measurement is knowledge…
Identify all factors having impact on the – pre set – result / goals
•Project related metrics
•Organisation related metrics
•Performance related metrics
•Finance related metrics
•Quality related metrics
Project management Dynamics December 2012
BVBA
9. actual
internal business process "what , why , when , who , how"
project
measure after each project the
variances between budget
cost prediction define workmethod based on experiences and best practices compositions % red
lack of profit, due to low pre-cost calculations learn , adapt next pre-calculation % green
lack of project management improve output % yellow
lack of design phase gate process (applied) design phase is not finished lessons learned
no proper process
keep on changing the layout
excellence delivery (even without feedback of
installation customer)
use of template, or set of instructions/process
set baseline of budget
respect the authority of functional leads within Company
efficiently produce & deliver project
review cycle's of pre-cost calculations
leasson's learned
re-calculate after finishing project na
identify overrun items, and
reason's behind
cost follow up during project
correct information , correct expectation mgt
clear definition what, how , measure the number of non-
policy define project execution policy who will execute the project conformities after audit % red
description of project
publish policy execution (project charter) % green
maintain policy % yellow
organise internal audit
review policy
measure the number of non-
processes define PM execution processes conformities after audit % red
publish processes % green
maintain processes % yellow
organise internal audit
review processe
measure the number of non-
PM method implement PM method conformities after audit % red
publish PM method % green
train PM % yellow
organise internal audit
review PM method
measure the number of non-
template identify templates (based on process desciption) conformities after audit % red
publish templates % green
train the use of templates % yellow
organise internal audit
review & life cycle templates
based on selected tools, improve efficiency of Company's
efficiency output (project delivery) decrease overrun of budget
decrease overrun of timed
training of staff schedule
selecting templates, methods, processes,… decrease rework
decrease number of late
effectively apply set of measures & objectives (closed) issues
decrease number of risks
guard the application of above (points) in time
margin (customer's satisfaction) will be know in advance decrease number of non-
(predictability) conformities (audit results)
do things right, the first time
customer satisfaction (tbd)
Project management Dynamics December 2012
BVBA
10. consider re-use of existing
KISS apply KISS principle equipment/work
publish KISS principle always
KISS is not opposite of innovation
timely discovering of mal-
quality process review of engineering work&solutions functioning engineering
create & establish state of the
peer to peer art solutions
eases/enable re-use of
guru approach solutions
avoid rework (in late project phase)
due to time constraint, ME-
drawings are sent to supplier,
avoid rework (in late project phase) without proper quality review
establish baselines (enable
phase gate approach scope change mgt) [€]
metrics
SPI , baseline , collecting spent
project management manage planning hours, …
predictability of project
deliverables % on time
assign the right skills, at the
manage resources right moment
scope management, introduce
manage scope scope change management
define work, outcome and
manage quality results (scope, urs, testing)
risks value should decrease (in
manage risk time)
number of issues should
decrease, not too late open (not
manage issues solved)
define clear (customer)
manage expectations expectations, quantify & qualify
budget management, overrun,
manage budget re-work, scope change mgt,…
manage EV milestones met on time
milestones met EV
product mgt output / productivity) kg/hr
(part of URS) innovation
PIR
evolutive mgt
requirement performance
solution should 100% satisfy
output the requirements
switch from one recept to another (within expected/set time)
number of scope changes per
scope management phase
number of scope changes per
user-friendly project
resources planning resources planning accuracy
Project management Dynamics December 2012
BVBA
11. learning , staff , growth training staff & engineers
% project results (based on
malfunctioning / underachieving
(project related only) define roles & responsabilities improve efficiency resource)
% turnover of employees
define clear function description improve performance (specific project , reasons)
define assessment tool improve loyalty
innovate, improve and learn
define HR policy decrease turnover employees
identify gaps (employee skills vs job description) improve compentencies
define training plan (per employee) na
execute trainng plan na
evaluate employee's performances (skills based) na
PM skills select & assign PM improve efficiency
technology leadership training improve performance
product & solution focus see 'training staff & engineers) decrease project risk
PM select PM methodology improve outcome & quality of project
lower risk of margin decrease
within 1 year, all PM are
PM certified (Prince2, or other methodology) certified not certified
training staff&engineers
engineering degrees education & training courses (potentially, degrees,or certificates)
innovation
empower employees to innovate
motivate to innovate
create incentive to enable innovation (initiatives)
sustainable success is virtuous cycle: financial success allows
EVA Company to invest in its future (growth)
Project management Dynamics December 2012
BVBA
12. best added value to Vertex
customer's perspective
product/service/installation is according URS. Both tangible
satisfaction as in-tangible number of matching URS
user friendly number of non-qualifications (after testing) / FAT
output is according contract (kg/hr)
operationability
versatibility
added value to Vertex
policy / SLA project management policy is known and 'respected';
policy is aligned to Collette's policy
clear description of communication lines
swift response on mutual questions (for approval / for
information)
on time delivery delivery as promised/planned, and stick to it number of milestones/deliverable on time (%)
(quality and performances are IMPLICIT) (both internal , as external)
internal customers are also customers
Project management Dynamics December 2012
BVBA
13. financial perspective
margin % profit %
by all sub-linked objectives, margin % is kept
business leadership &
say no more profitability remains, as pre-calculated
due to positive response
(project success) , other
customers create revenu
revenu growth new customers growth
(sales / customer's satisfaction)
profit
cost overrun defined project cost/budget must be respected
Project management Dynamics December 2012
BVBA
14. Think -
tank
• Initiate approach on a thorough manner;
• All concerned topics: project, innovation, processes, and solutions, product
management (high level);
• Output:
– Recommandations (with solid pros & cons!);
• Members:
– „Business‟-Guru‟s, sales, R&D, PM, engineers, The Company‟s management;
• Pittfall :
– >< project Steering Committee !
Project management Dynamics December 2012
BVBA
15. engineering & solutions : solutions provider
product /
application
management
• Product life cycle management
– R&D effort and solution driven approach
– Buy or make assessment of components;
• Based on well thought assessment to reduce risks, and uplift the margin
• Market competition;
– The Company should be “engineered solutions provider”, or will not be;
Project management Dynamics December 2012
BVBA
16. People, learning, and growth
Employee
satisfaction
– Assessment to „measure‟ employee satisfaction;
– Will increase performance (1th degree)
– Training
– Courses, provide & share information , involvement in company‟s
management, feel good programme, pleasant working environment,…
Project management Dynamics December 2012
BVBA
17. People, learning, and growth
trainin
g staff
• Training staff:
– Assessment/identify of needed / required skills to perform specific role
– Will increase performance, and efficiency (1th degree);
– Secondly, will improve drastically the motivation of the staff member, with will
improve the performance, and efficiency; the result is a more motivated staff
– Compose individual training / career path;
• CAD , management , technical skills, depending on career path
• Self-education, company organised training.
“training staff‟ is typically a “self- enforcing‟ dynamic
Project management Dynamics December 2012
BVBA
18. People, learning, and growth
PM
skills
• PM skills:
– Could be part of „training staff‟, but in project driven environment, can be specifically
threatened;
– Assessment/identify of needed / required skills to perform PM role, based on individual profile;
– Will increase performance, and application of PM methodology within the project (1th degree);
– Secondly, a PM is functionally a managing director of a SME, having attention for all aspects of
managing a project (incl soft-skills)
– Compose individual training / career path;
• Output must be certification in a acknowledged project methodology (Prince
2, PMI/PMP), management , technical skills, depending on career path, and previous
experience;
• Self-education, company organised training.
“PM Skills‟ is typically a “self- enforcing‟ wheel/dynamic
Project management Dynamics December 2012
BVBA
19. Internal business&process
efficiency
• Efficiency:
– Core of project organisation, with multiple elements supporting efficiency, or at
least having impact on;
– Re-enforcing circles:
1. processes, kiss, tools, performance
2. Innovation, re-use, product management
3. Project methodology, project management, roles and responsibility
– Efficiency has direct impact on MARGIN %
• Less „efficiency‟ costs margin%;
– Focus and management of the re-enforcing circles to manage and improve
„efficiency‟;
Project management Dynamics December 2012
BVBA
20. Internal business&process
Product / service
management
• Product / service management:
– Important to compose engineered solutions:
• Product life cycle management, or
• Purchased product / applications
– Sign strategic contracts with suppliers (incl. SLA), or;
– Competition on market;
• Assess and balance which to make, and what to buy;
– Define cost of ownership (TCO) for each product / application
– Product life cycle:
• List all applications;
• Define (-end of-) life cycle;
• Prepare „next generation” (by Engineering‟s management, R&D, and sales)
– Assign budget, and timing (incl. testing);
– In general, projection of life cycle is possible;
Most important for Company is to enable strategic advantage
Project management Dynamics December 2012
BVBA