Running head: Metrics
1
Metrics
3Metrics
Krishna Marepalli
170068
PMGT 580
Metrics
Organizations use metrics to assess, compare and track the status of their projects or processes in order to ensure organizations achieve their objectives. According to Juneja (2015), metrics tell you accurate measurements about how the process is functioning and provide base for you to suggest improvements. Our business focuses on process management and improvement, project performance and business management to ensure we meet our objectives. Therefore, we will be considering the following metrics as in the table below;
Table1: Business categories and the metrics to apply
CATEGORY
METRICS
Project Management and Improvement Metrics
Resource Management Processes
Business Processes
Project Performance Metrics
Budget
Risk Management
Business Management Metrics
Customer Satisfaction
Project Portfolio Management
To measure how well the business is running, we will use the following metrics;1. Resource management processes, 2. Business processes, 3. Budget, 4. Rik management, 5. Customer satisfaction and 6. Project portfolio management
In project management and improvement, resource management and improvement metrics, resource management and business processes metrics stood out as the best metrics to consider. Our business focuses on ensuring good financial health, growth and development. Therefore, assessing how resources and business processes are managed will help PMO design projects that aim at ensuring business objectives are met. It is essential for PMO to ensure all the business processes are specified within the business objectives and the resources allocated to those processes are used responsibly to meet set objectives.
Budgeting and risk management metrics are important when managing a project. According to Hill (2008), budgeting contains guidance and measurement metrics used to ensure every project remains within cost or that corrective actions are taken in response to difficulties experienced in a project. On the other hand, risk management process calls for identifying, prioritizing, and responding to risks that could affect projects (Hill, 2008). Budgeting and risk management ensure project processes run as expected. Whenever the two are properly assessed, the project works out according to the schedule and the available resources utilized properly. This makes the two metrics of importance whenever one needs to ensure the business projects enhance financial health of the organization.
According to Hill (2008), the PMO should always attempt to build business management metrics gradually, leveraging commonly supported elements first and then demonstrating the success of early metrics before increasing the range of business management metrics that are implemented in the project management environment. Therefore, it is important to measure how customers are satisfied by the projects ran by the organization. Projects should be resourced on the ...
David Bagley has over 20 years of experience in operations management, strategy, risk management, and process improvement. He has a proven track record of developing business control models, facilitating regulatory requirements, and managing large-scale projects. Bagley is an expert in leading initiatives that drive operational efficiency and mitigate risks.
David Bagley has over 20 years of experience in operations management, strategy, risk management, and business development. He has a proven track record of developing business control models, facilitating regulatory requirements, and managing initiatives. Currently he is a senior project manager focusing on functional change management, software implementation, and ERP strategic initiatives for Providence Partners.
This document discusses 5 steps to achieving successful Sales and Operations Planning (S&OP). It begins by outlining some common challenges companies face with S&OP including lack of timely and quality data. It then details the 5 steps as: 1) Innovation and strategy review to plan for new products and retirements, 2) Demand review including forecasting, sensing changes, and shaping demand, 3) Supply review of inventory and production planning, 4) Financial integration to understand financial impacts, and 5) Executive business review to agree on plans. Having accurate data and the right tools at each step helps ensure consensus planning and performance.
Business Performance Management Assessment ToolsRachel Phillips
ย
This document discusses business performance management assessment tools. It begins by defining business performance management as a set of management and analytic processes that enable an organization to achieve strategic goals by improving employee and team performance. It notes that business performance management has three main activities: setting goals, measuring performance against those goals, and making interventions to improve future performance. The document also discusses how performance management builds on business intelligence and key performance indicators linked to strategy. It provides definitions of business performance management and its scope, as well as common methodologies.
The document provides an overview of key trends and considerations for project management and business in 2015. It discusses the need for agile project management approaches to keep up with rapid technological changes. Business will require unified project management and business forces to stay ahead in a competitive market. Success will depend on getting products and services to market quickly while maintaining quality. The role of the project manager will expand beyond projects to take on more entrepreneurial responsibilities.
This document discusses an industrial engineering task undertaken by the author to analyze and improve the production process of motorcycle engines at a manufacturing plant. The author analyzed the current assembly line layout, production bottlenecks, and worker ergonomics to identify areas for improvement. Recommendations were made to redesign workstations, balance the line workload, and implement new quality control processes to enhance productivity and efficiency.
David Bagley has over 20 years of experience in operations management, strategy, risk management, and process improvement. He has a proven track record of developing business control models, facilitating regulatory requirements, and managing large-scale projects. Bagley is an expert in leading initiatives that drive operational efficiency and mitigate risks.
David Bagley has over 20 years of experience in operations management, strategy, risk management, and business development. He has a proven track record of developing business control models, facilitating regulatory requirements, and managing initiatives. Currently he is a senior project manager focusing on functional change management, software implementation, and ERP strategic initiatives for Providence Partners.
This document discusses 5 steps to achieving successful Sales and Operations Planning (S&OP). It begins by outlining some common challenges companies face with S&OP including lack of timely and quality data. It then details the 5 steps as: 1) Innovation and strategy review to plan for new products and retirements, 2) Demand review including forecasting, sensing changes, and shaping demand, 3) Supply review of inventory and production planning, 4) Financial integration to understand financial impacts, and 5) Executive business review to agree on plans. Having accurate data and the right tools at each step helps ensure consensus planning and performance.
Business Performance Management Assessment ToolsRachel Phillips
ย
This document discusses business performance management assessment tools. It begins by defining business performance management as a set of management and analytic processes that enable an organization to achieve strategic goals by improving employee and team performance. It notes that business performance management has three main activities: setting goals, measuring performance against those goals, and making interventions to improve future performance. The document also discusses how performance management builds on business intelligence and key performance indicators linked to strategy. It provides definitions of business performance management and its scope, as well as common methodologies.
The document provides an overview of key trends and considerations for project management and business in 2015. It discusses the need for agile project management approaches to keep up with rapid technological changes. Business will require unified project management and business forces to stay ahead in a competitive market. Success will depend on getting products and services to market quickly while maintaining quality. The role of the project manager will expand beyond projects to take on more entrepreneurial responsibilities.
This document discusses an industrial engineering task undertaken by the author to analyze and improve the production process of motorcycle engines at a manufacturing plant. The author analyzed the current assembly line layout, production bottlenecks, and worker ergonomics to identify areas for improvement. Recommendations were made to redesign workstations, balance the line workload, and implement new quality control processes to enhance productivity and efficiency.
Gangadhara.S is seeking a position that allows him to contribute to multi-disciplinary teams and advance in his career. He has over 15 years of experience at Thomson Reuters in roles such as client service, quality assurance, and financial analysis. His responsibilities have included managing client accounts, validating financial estimates, analyzing company performance, and ensuring data quality. He has received several awards for his customer service, process improvements, and team leadership.
Tintoria Ltd is a laundry firm established in 1993 that provides dry cleaning and laundry services. This 2-year strategic plan covers 2019-2021 and was prepared by Fred M'mbololo. The plan includes a vision to be an environmentally friendly, world-class quality service enterprise utilizing state-of-the-art technology. It analyzes the company's strengths, weaknesses, opportunities, threats and competitors. The plan also outlines the company's history, services, processes, values, and goals to guide its continued growth and market leadership in laundry and dry cleaning.
The document provides 12 guidelines for ensuring success in data quality projects, based on case studies and research. The guidelines include: documenting costs of poor data quality; prioritizing a small, high-value problem; setting measurable objectives; aligning business and IT; ensuring management support; identifying data uses and flows; educating employees; designating data stewards; using proven methods; selecting proven tools; using a phased rollout; and tracking return on investment. Following these guidelines can help organizations effectively implement data quality initiatives.
This document discusses process improvement and ensuring customer relationships through business intelligence. It begins by defining processes and explaining why process improvement is important. It then discusses using business intelligence tools like web analytics and search engine optimization to improve processes and monitor customer interactions on websites. Specifically, it outlines how the authors analyzed various factors that impact search engine optimization and installed analytics tools on client websites. This allowed them to generate reports on user behavior, acquisition sources, and conversions. Sending these reports to clients helped them make better marketing decisions to target the right customers and improve processes. The results of implementing these improvements were increased profits and reduced costs for clients.
David Bagley is an experienced leader with over 20 years of expertise in operations management, compliance, human resources, strategy, and business development. He has held roles at several large financial institutions and consulting firms, where he has led projects, teams, and business units. His experience includes developing business control models, metrics, and process improvements to facilitate regulatory changes and drive operational excellence.
Lindsey Whitney is seeking a position in business administration with expertise in marketing, operations management, and project management. She has over 15 years of experience in the insurance industry, most recently as a QA Test Lead. In previous roles, she led teams, improved processes, increased sales and revenues, and developed automation strategies. She holds an MBA and a bachelor's degree in management and marketing.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several professional certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles managing quality and process excellence teams. He has a background in finance and business management.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager at Sutherland Global Services, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles focused on quality management, process reengineering, and leading teams. He has a background in finance and business management.
The audit cycle performance consists of planning, preliminary survey, understanding the entity, identifying key areas and objectives, determining audit criteria, collecting evidence, generating working papers, and preparing audit findings. The initial stages involve obtaining general information on the company and identifying important areas to focus on. Later stages are testing evidence, documenting results, and communicating findings to the audited entity in a clear and understandable manner.
David Bagley has over 20 years of experience in operations management, risk management, and process improvement. He has worked at several large financial institutions, where he developed business control models, key performance indicators, and process improvements that generated millions in savings. Bagley is an expert in change management, risk analysis, and developing solutions to regulatory issues.
David Bagley has over 20 years of experience in operations management, risk management, and process improvement. He has worked for several large financial institutions, leading projects to develop business control models, customer service metrics, and process improvements, saving companies millions of dollars. Bagley has expertise in change management, risk analysis, and developing strategic initiatives.
04 strategy evaluation & monitoring (updating)Ibrahim Alhariri
ย
This document discusses strategy evaluation and monitoring. It highlights the importance of strategy evaluation and monitoring, identifies who should be involved, and explains differences between cost-benefit analysis and return on investment. It also suggests proactive and reactive measures to cope with changing circumstances and shares tips on changing and implementing business strategy. The document contains several sections that discuss strategy execution at different organizational levels, evaluating company strategies, challenges of strategy execution, building an effective organization, and tips for successful strategy implementation.
Government Quality Management - It's Not an Oxymoron!
Government can and does provide quality performance in management. One way is through the use of the Baldrige Criteria for Performance Excellence and see some of the national stars from around the nation.
This document discusses how integrating HR and business processes leads to a strong engaged workforce at Tata Consultancy Services. It provides two case studies as examples:
1) A Six Sigma project that reduced recruitment cycle time from 99 to 76 days, saving $18 million.
2) Analyzing "infant attrition" (employees leaving within 1 year) and reducing it 10% by engaging employees through surveys, mentoring programs, and addressing issues found in exit interviews.
The integration of processes through a digital platform ensures timely staffing for projects, links employee allocation to compensation, and identifies competency development needs to improve utilization. This engagement of workforce contributes to organizational metrics like productivity, customer satisfaction, and profitability
This document discusses an integrated framework of HR and business processes at Tata Consultancy Services. It provides two case studies that illustrate how the integration has helped create a strong, engaged workforce. The first case study discusses how a Six Sigma project reduced recruitment cycle time from 99 to 76 days, saving $18 million. The second case study shows how infant attrition (employees leaving within 1 year) has decreased through proactive associate engagement programs involving both business and HR processes.
This document provides a strategic plan for Tintoria Ltd for the period of June 2015 to June 2019. It begins with an introduction to strategic planning and what it involves. It then presents an executive summary of Tintoria Ltd's strategic planning process. The next sections outline the company's vision, mission, values, history and organizational structure. A discussion of the need for strategic planning and various analysis tools used follows. The document provides an overview of Tintoria Ltd's operations and the strategic planning steps undertaken. It aims to guide the company's goals and objectives to ensure long term growth and sustainability.
Linking Strategy to Metrics - KPI working Group Presentation 5Chikodi Onyemerela
ย
This document discusses the importance of linking strategy to metrics for the British Council. It defines key terms like strategy, metrics, and KPIs. The document provides examples of different types of metrics that could be used by the British Council, including product, market, communication, and new product development metrics. It also discusses frameworks like the balanced scorecard that can be used to link strategic objectives to metrics across key areas like finance, customers, internal processes, and learning/growth. Overall, the document advocates for using the right metrics to measure strategy and ensure resources are focused on achieving organizational goals.
Basic aspects of international marketingMegha Mishra
ย
There are three basic aspects of international marketing: (1) the new product development process which involves generating product ideas, screening ideas, analyzing costs and demand, developing and testing products, and commercialization; (2) the demand management process which involves strategic planning, portfolio management, decision rights, financial planning, prioritization, and ensuring business value; and (3) the sales marketing process which involves researching the marketing mix and performance, financial forecasting, setting objectives, developing marketing strategies and action plans, and controlling results.
Ol 600 Massive Success / snaptutorial.comReynolds019
ย
OL 600 Milestone One Guidelines and Rubric
In todayโs global economy, both small and large multinational organizations and government entities are experiencing formidable changes in the business
environment that demands strategic management of the talent within the organization. Strategic leadership of human resources is not solely a human resources
departmental function; all organizational leaders must understand how the companyโs most competitive advantage, its people, provides creative solutions to
sustain and grow the business.
250-500ย words APA format cite referencesย Check this scenario out.docxjeanettehully
ย
250-500ย words APA format cite referencesย
Check this scenario out. Long term care can consists of servicing patients need at a patient's home, providing meals, transportation and in home therapy. Some long term care is within the home and some can be rehab. Lets say there is a growing need to extend those services to our growing need in elderly population. Part of that need is a demand for servicing the increasing population of the Hispanic community. We as a team need to meet with a cross- functional management team that can relay the need and services outside of the facility. ย We need hired people who are bilingual that can work the call center, deliver food, offer in home therapy, and provide transportation.
Our audience will be the new management team. Each member of the coordination of care ย team of management will cover or be responsible for one of those areas. Our standpoint will be that we are the board of directors that would be talking with them.
Giving the above screnario my part of assignment is to come up with strategies of the transition and what methods may be needed?
.
2ย DQโs need to be answers with Zero plagiarism and 250 word count fo.docxjeanettehully
ย
2ย DQโs need to be answers with Zero plagiarism and 250 word count for each question. Due in 6 hours TODAY! Please include all references if necessary.
Week One DQ1
Week One DQ3
To clarify... these ratios are part of the DuPont model, and the DuPont model considers liquidity as one of the factors to be evaluated, but at the end of the day, the DuPont model is all about return on equity... basically getting your money's worth. Given that, what are the elements of liquidity and how do they lead us into the discussion on equity? Why is this important to understand?
.
More Related Content
Similar to Running head Metrics1Metrics3Metrics Krishna Marepalli.docx
Gangadhara.S is seeking a position that allows him to contribute to multi-disciplinary teams and advance in his career. He has over 15 years of experience at Thomson Reuters in roles such as client service, quality assurance, and financial analysis. His responsibilities have included managing client accounts, validating financial estimates, analyzing company performance, and ensuring data quality. He has received several awards for his customer service, process improvements, and team leadership.
Tintoria Ltd is a laundry firm established in 1993 that provides dry cleaning and laundry services. This 2-year strategic plan covers 2019-2021 and was prepared by Fred M'mbololo. The plan includes a vision to be an environmentally friendly, world-class quality service enterprise utilizing state-of-the-art technology. It analyzes the company's strengths, weaknesses, opportunities, threats and competitors. The plan also outlines the company's history, services, processes, values, and goals to guide its continued growth and market leadership in laundry and dry cleaning.
The document provides 12 guidelines for ensuring success in data quality projects, based on case studies and research. The guidelines include: documenting costs of poor data quality; prioritizing a small, high-value problem; setting measurable objectives; aligning business and IT; ensuring management support; identifying data uses and flows; educating employees; designating data stewards; using proven methods; selecting proven tools; using a phased rollout; and tracking return on investment. Following these guidelines can help organizations effectively implement data quality initiatives.
This document discusses process improvement and ensuring customer relationships through business intelligence. It begins by defining processes and explaining why process improvement is important. It then discusses using business intelligence tools like web analytics and search engine optimization to improve processes and monitor customer interactions on websites. Specifically, it outlines how the authors analyzed various factors that impact search engine optimization and installed analytics tools on client websites. This allowed them to generate reports on user behavior, acquisition sources, and conversions. Sending these reports to clients helped them make better marketing decisions to target the right customers and improve processes. The results of implementing these improvements were increased profits and reduced costs for clients.
David Bagley is an experienced leader with over 20 years of expertise in operations management, compliance, human resources, strategy, and business development. He has held roles at several large financial institutions and consulting firms, where he has led projects, teams, and business units. His experience includes developing business control models, metrics, and process improvements to facilitate regulatory changes and drive operational excellence.
Lindsey Whitney is seeking a position in business administration with expertise in marketing, operations management, and project management. She has over 15 years of experience in the insurance industry, most recently as a QA Test Lead. In previous roles, she led teams, improved processes, increased sales and revenues, and developed automation strategies. She holds an MBA and a bachelor's degree in management and marketing.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several professional certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles managing quality and process excellence teams. He has a background in finance and business management.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager at Sutherland Global Services, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles focused on quality management, process reengineering, and leading teams. He has a background in finance and business management.
The audit cycle performance consists of planning, preliminary survey, understanding the entity, identifying key areas and objectives, determining audit criteria, collecting evidence, generating working papers, and preparing audit findings. The initial stages involve obtaining general information on the company and identifying important areas to focus on. Later stages are testing evidence, documenting results, and communicating findings to the audited entity in a clear and understandable manner.
David Bagley has over 20 years of experience in operations management, risk management, and process improvement. He has worked at several large financial institutions, where he developed business control models, key performance indicators, and process improvements that generated millions in savings. Bagley is an expert in change management, risk analysis, and developing solutions to regulatory issues.
David Bagley has over 20 years of experience in operations management, risk management, and process improvement. He has worked for several large financial institutions, leading projects to develop business control models, customer service metrics, and process improvements, saving companies millions of dollars. Bagley has expertise in change management, risk analysis, and developing strategic initiatives.
04 strategy evaluation & monitoring (updating)Ibrahim Alhariri
ย
This document discusses strategy evaluation and monitoring. It highlights the importance of strategy evaluation and monitoring, identifies who should be involved, and explains differences between cost-benefit analysis and return on investment. It also suggests proactive and reactive measures to cope with changing circumstances and shares tips on changing and implementing business strategy. The document contains several sections that discuss strategy execution at different organizational levels, evaluating company strategies, challenges of strategy execution, building an effective organization, and tips for successful strategy implementation.
Government Quality Management - It's Not an Oxymoron!
Government can and does provide quality performance in management. One way is through the use of the Baldrige Criteria for Performance Excellence and see some of the national stars from around the nation.
This document discusses how integrating HR and business processes leads to a strong engaged workforce at Tata Consultancy Services. It provides two case studies as examples:
1) A Six Sigma project that reduced recruitment cycle time from 99 to 76 days, saving $18 million.
2) Analyzing "infant attrition" (employees leaving within 1 year) and reducing it 10% by engaging employees through surveys, mentoring programs, and addressing issues found in exit interviews.
The integration of processes through a digital platform ensures timely staffing for projects, links employee allocation to compensation, and identifies competency development needs to improve utilization. This engagement of workforce contributes to organizational metrics like productivity, customer satisfaction, and profitability
This document discusses an integrated framework of HR and business processes at Tata Consultancy Services. It provides two case studies that illustrate how the integration has helped create a strong, engaged workforce. The first case study discusses how a Six Sigma project reduced recruitment cycle time from 99 to 76 days, saving $18 million. The second case study shows how infant attrition (employees leaving within 1 year) has decreased through proactive associate engagement programs involving both business and HR processes.
This document provides a strategic plan for Tintoria Ltd for the period of June 2015 to June 2019. It begins with an introduction to strategic planning and what it involves. It then presents an executive summary of Tintoria Ltd's strategic planning process. The next sections outline the company's vision, mission, values, history and organizational structure. A discussion of the need for strategic planning and various analysis tools used follows. The document provides an overview of Tintoria Ltd's operations and the strategic planning steps undertaken. It aims to guide the company's goals and objectives to ensure long term growth and sustainability.
Linking Strategy to Metrics - KPI working Group Presentation 5Chikodi Onyemerela
ย
This document discusses the importance of linking strategy to metrics for the British Council. It defines key terms like strategy, metrics, and KPIs. The document provides examples of different types of metrics that could be used by the British Council, including product, market, communication, and new product development metrics. It also discusses frameworks like the balanced scorecard that can be used to link strategic objectives to metrics across key areas like finance, customers, internal processes, and learning/growth. Overall, the document advocates for using the right metrics to measure strategy and ensure resources are focused on achieving organizational goals.
Basic aspects of international marketingMegha Mishra
ย
There are three basic aspects of international marketing: (1) the new product development process which involves generating product ideas, screening ideas, analyzing costs and demand, developing and testing products, and commercialization; (2) the demand management process which involves strategic planning, portfolio management, decision rights, financial planning, prioritization, and ensuring business value; and (3) the sales marketing process which involves researching the marketing mix and performance, financial forecasting, setting objectives, developing marketing strategies and action plans, and controlling results.
Ol 600 Massive Success / snaptutorial.comReynolds019
ย
OL 600 Milestone One Guidelines and Rubric
In todayโs global economy, both small and large multinational organizations and government entities are experiencing formidable changes in the business
environment that demands strategic management of the talent within the organization. Strategic leadership of human resources is not solely a human resources
departmental function; all organizational leaders must understand how the companyโs most competitive advantage, its people, provides creative solutions to
sustain and grow the business.
Similar to Running head Metrics1Metrics3Metrics Krishna Marepalli.docx (20)
250-500ย words APA format cite referencesย Check this scenario out.docxjeanettehully
ย
250-500ย words APA format cite referencesย
Check this scenario out. Long term care can consists of servicing patients need at a patient's home, providing meals, transportation and in home therapy. Some long term care is within the home and some can be rehab. Lets say there is a growing need to extend those services to our growing need in elderly population. Part of that need is a demand for servicing the increasing population of the Hispanic community. We as a team need to meet with a cross- functional management team that can relay the need and services outside of the facility. ย We need hired people who are bilingual that can work the call center, deliver food, offer in home therapy, and provide transportation.
Our audience will be the new management team. Each member of the coordination of care ย team of management will cover or be responsible for one of those areas. Our standpoint will be that we are the board of directors that would be talking with them.
Giving the above screnario my part of assignment is to come up with strategies of the transition and what methods may be needed?
.
2ย DQโs need to be answers with Zero plagiarism and 250 word count fo.docxjeanettehully
ย
2ย DQโs need to be answers with Zero plagiarism and 250 word count for each question. Due in 6 hours TODAY! Please include all references if necessary.
Week One DQ1
Week One DQ3
To clarify... these ratios are part of the DuPont model, and the DuPont model considers liquidity as one of the factors to be evaluated, but at the end of the day, the DuPont model is all about return on equity... basically getting your money's worth. Given that, what are the elements of liquidity and how do they lead us into the discussion on equity? Why is this important to understand?
.
270w3Respond to the followingStress can be the root cause of ps.docxjeanettehully
ย
270w3
Respond to the following:
Stress can be the root cause of psychological disorders. Name four symptoms shared by acute and posttraumatic stress disorders.
What life events are most likely to trigger a stress disorder?
Traumatic events do not always result in a diagnosableย
PSYCHOLOGICAL
ย disorder. What factors determine how a person may be affected by one such event?
What is the link betweenย
PERSONALITY
ย styles and heart disease?
List and briefly describe four psychological treatments for physical disorders.
.
250 word response. Chicago Style citingAccording to Kluver, what.docxjeanettehully
ย
250 word response. Chicago Style citing
According to Kluver, what are the ramifications of technology and globalization on global communication?
Compare Kluverโs arguments with endangered languages, and with the readings about the Digital Divide. How do they compare? From these readings, what are the general trends of communication?
Readings
Jandt, Fred E. (editor) Intercultural Communication: A Global Reader. Thousand Oaks, CA: Sage. 2004
โGlobalization, Informatization, and Intercultural Communication,โ Kluver, Jandt pages 425-437
โPart II: Language,โ Introduction, Jandt pages 99-102
โBabel Revisited,โ Mรผhlhรคusler, Jandt pages 103-107
โAfrica: The Power of Speech,โ Bรข, Jandt pages 108-111
http://en.wikipedia.org/wiki/Digital_divide
http://www.endangeredlanguages.com/
.
250+ Words โ Strategic Intelligence CollectionChoose one of th.docxjeanettehully
ย
The Collection Management function oversees intelligence gathering to support strategic analysis. At the CIA, analysts are separated from the intelligence collectors, so some question if this model is effective. Strategic intelligence collection uses methods aimed at supporting strategic analysis, with strategic meaning long-term and focused on understanding adversaries and their capabilities.
2โ3 pages; APA formatDetailsThere are several steps to take w.docxjeanettehully
ย
2โ3 pages; APA format
Details:
There are several steps to take when submitting a claim form to the insurance company for reimbursement. The result of a
clean claim
is proper reimbursement for the services the facility has provided.
In this assignment, you will be addressing the claims submission process and the follow-up.
Include the following in your submission:
List all of the information that is important before the claim can be submitted.
Discuss some of the reasons why a claim may be rejected.
What steps should be taken to check the claim status?
.
2
Leadership
Eighth Edition
3
To Madison, Isla, and Sullivan
4
Leadership
Theory and Practice
Eighth Edition
Peter G. Northouse
Western Michigan University
5
FOR INFORMATION:
SAGE Publications, Inc.
2455 Teller Road
Thousand Oaks, California 91320
E-mail: [emailย protected]
SAGE Publications Ltd.
1 Oliverโs Yard
55 City Road
London EC1Y 1SP
United Kingdom
SAGE Publications India Pvt. Ltd.
B 1/I 1 Mohan Cooperative Industrial Area
Mathura Road, New Delhi 110 044
India
SAGE Publications Asia-Pacific Pte. Ltd.
3 Church Street
#10-04 Samsung Hub
Singapore 049483
Copyright ยฉ 2019 by SAGE Publications, Inc.
All rights reserved. No part of this book may be reproduced or utilized in any
form or by any means, electronic or mechanical, including photocopying,
recording, or by any information storage and retrieval system, without
permission in writing from the publisher.
Printed in the United States of America
Library of Congress Cataloging-in-Publication Data
Names: Northouse, Peter Guy, author.
6
Title: Leadership : theory and practice / Peter G. Northouse, Western Michigan University.
Description: Eighth Edition. | Thousand Oaks : SAGE Publications, [2018] | Revised edition of the
authorโs Leadership, 2015. | Includes index.
Identifiers: LCCN 2017049134 | ISBN 9781506362311 (pbk. : alk. paper)
Subjects: LCSH: Leadership. | LeadershipโCase studies.
Classification: LCC HM1261 .N67 2018 | DDC 303.3/4โdc23 LC record available at
https://lccn.loc.gov/2017049134
This book is printed on acid-free paper.
Acquisitions Editor: Maggie Stanley
Content Development Editor: Lauren Holmes
Editorial Assistant: Alissa Nance
Production Editor: Bennie Clark Allen
Copy Editor: Melinda Masson
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Sally Jaskold
Indexer: Jean Casalegno
Cover Designer: Gail Buschman
Marketing Manager: Amy Lammers
7
https://lccn.loc.gov/2017049134
Brief Contents
1. Preface
2. Acknowledgments
3. About the Author
4. About the Contributors
5. 1. Introduction
6. 2. Trait Approach
7. 3. Skills Approach
8. 4. Behavioral Approach
9. 5. Situational Approach
10. 6. PathโGoal Theory
11. 7. LeaderโMember Exchange Theory
12. 8. Transformational Leadership
13. 9. Authentic Leadership
14. 10. Servant Leadership
15. 11. Adaptive Leadership
16. 12. Followership
17. 13. Leadership Ethics
18. 14. Team Leadership
19. 15. Gender and Leadership
20. 16. Culture and Leadership
21. Author Index
22. Subject Index
8
Detailed Contents
Preface
Acknowledgments
About the Author
About the Contributors
1. Introduction
Leadership Defined
Ways of Conceptualizing Leadership
Definition and Components
Leadership Described
Trait Versus Process Leadership
Assigned Versus Emergent Leadership
Leadership and Power
Leadership and Coercion
Leadership and Management
Plan of the Book
Summary
References
2. Trait Approach
Description
Intelligence
Self-Confidence
Determination
Integrity
Sociability
Five-Factor Personality Model .
250 Word Resoponse. Chicago Style Citing.According to Kluver, .docxjeanettehully
ย
Kluver argues that technology and globalization are leading to increased global communication but also threaten endangered languages. This compares to readings on the digital divide showing unequal access to technology, and endangered language articles demonstrating languages disappearing. Overall, trends point to more connected communication worldwide but also loss of local languages and cultural diversity as dominant languages and technologies spread.
250 word mini essay question.Textbook is Getlein, Mark. Living wi.docxjeanettehully
ย
250 word mini essay question.
Textbook is: Getlein, Mark. Living with Art, 9th Ed., New York: McGraw-Hill, 2010.
Please Cite in MLA format.
1. Distinguish between the Paleolithic and Neolithic Periods in terms of time and cultural developments.ย
2. Compare and contrast specific examples of artifacts, practices, and systems of belief.
3.Discuss why art survives or does not. Include the four reasons Getlein cites for how art survives, giving an example of art work from both the Paleolithic and Neolithic Periods that meet one of these requirements.
ย 4. What types of art work or materials would not likely survive?
ย 5. How might this affect our opinion of a culture?
.
250 word discussion post--today please. Make sure you put in the dq .docxjeanettehully
ย
250 word discussion post--today please. Make sure you put in the dq that the research paper focused around recent Civil Rights in the Mississppi Area
How do you define Mississippi?
In your post, identify your thesis and the sources you used to prove your argument. Discuss how you came to define Mississippi and what conclusions you made about the state. Make sure to point out the general areas of History that you discuss and what events, people, or ideas were especially important to your interpretation of Mississippi History. What readings, from Bond, Busbee, or another source you found, profoundly influenced your view of the state? Overall, has your view of Mississippi changed or mostly stayed the same? What can we learn about Mississippi today from your paper? Is Mississippi as a "closed society" (Silver, 1964) an accurate way to look at the state? Has this been true at some point in the past, but is no longer true? What time period is most crucial to understanding Mississippi and best defines it?ย
Some examples of different periods in Mississippi History are:
pre-European Mississippi
colonial Mississippi
territorial Mississippi
antebellum Mississippi
Civil War/Reconstruction Mississippi
Jim Crow Mississippi
Mississippi during the Civil Rights Movement
Post Civil Rights Mississippi
.
2By 2015, projections indicate that the largest category of househ.docxjeanettehully
ย
2
By 2015, projections indicate that the largest category of households will be composed of
ยท
[removed]
childless married couples and empty nesters
ยท
[removed]
married couples with childrenย
ยท
[removed]
single-parent families
ยท
[removed]
singles living with nonrelatives
3
Which of the following elements of sociocultural environment can be associated with the growing demand for social surrogates like social networking sites, television, and so on?
ยท
[removed]
Views of nature
ยท
[removed]
Views of others
ยท
[removed]
Views of ourselves
ยท
[removed]
Views of organizations
Wabash Bank would like to understand if there is a relationship between the advertising or promotion it does and the number of new customers the bank gets each quarter. What type of research is this an example of?
ยท
[removed]
Secondary
ยท
[removed]
Exploratory
ยท
[removed]
Causal
ยท
[removed]
Qualitative
5
Which strategy does this exemplify? Kayak and Orbitz provide their customers with a variety of travel options including flight reservations, vacation packages, flight and hotel options with or without car rentals, and cruise offerings.ย
ยท
[removed]
Diversification
ยท
[removed]
Promotionalย
ยท
[removed]
Differentiation
ยท
[removed]
Focus
A company's sales potential would be equal to market potential when which situations exists?ย
ยท
[removed]
The marketing expenditure of the company is reduced to zero.
ยท
[removed]
The company gets 100 percent share of the market.
ยท
[removed]
Industry marketing expenditures approach infinity for a given marketing environment.
ยท
[removed]
The market is nonexpandable.
Marketing is considered both an art and a science. How do the 4Ps, or marketing mix, help us bridge the gap between art and science?
ยท
[removed]
Marketing focuses on sales as the primary goal.
ยท
[removed]
Marketing is involved with price as the major factor.
ยท
[removed]
Marketing is about advertising.
ยท
[removed]
Marketing balances the need for data with that of creativity.
In the U.S., consumer expenditures on homes and other large purchases tend to slow down during a recession because
ยท
[removed]
of steady supply of loanable funds in the economy during recession
ยท
[removed]
consumer borrowing increases during recession
ยท
[removed]
of stringent credit policies adopted by the Fed before the onset of recession
ยท
[removed]
the consumers have a high debt-to-income ratio
Which of the following statements demonstrates behavioral loyalty towards a brand?
ยท
[removed]
Myfavorite Laundry detergent is so easy to use.
ยท
[removed]
I always buy Myfavorite Laundry detergent when purchasing laundry detergent.
ยท
[removed]
My friends agree Myfavorite Laundry detergent is the best.
ยท
[removed]
Myfavorite Laundry detergent smells good.
When Apple introduced iTunes, a new market was opened. Which of the following describes this type of innovation?
ยท
[removed]
Operational excellenceย
ยท
[removed]
Value captureย
ยท
[removed]
Presenceย
ยท
[removed]
Value chain
11
Which of.
29Answer[removed] That is the house whe.docxjeanettehully
ย
29
Answer:
[removed]
That is the house "where I grew up."
The words in quotes make up an adjective clause. An adjective clause does
what an adjective does: it modifies the noun "house." Adjective clauses
begin with that, which, where, who, whom, or whose. Type the first word
followed by a space and the last word of the adjective clause in the
following sentence:
The doctor examined a man whose hands were colder than the rest of
his body.
30
Answer:
[removed]
That is the house "where I grew up."
The words in quotes make up an adjective clause. An adjective clause does
what an adjective does: it modifies the noun "house." Adjective clauses
begin with that, which, where, who, whom, or whose. Type the first word
followed by a space and the last word of the adjective clause in the
following sentence:
Mrs. Carnack has a cousin whom she would like us to meet.
31
Answer:
[removed]
That is the house "where I grew up."
The words in quotes make up an adjective clause. An adjective clause does
what an adjective does: it modifies the noun "house." Adjective clauses
begin with that, which, where, who, whom, or whose. Type the first word
followed by a space and the last word of the adjective clause in the
following sentence:
Who was the person who won the track meet?
32
Answer:
[removed]
That is the house "where I grew up."
The words in quotes make up an adjective clause. An adjective clause does
what an adjective does: it modifies the noun "house." Adjective clauses
begin with that, which, where, who, whom, or whose. Type the first word
followed by a space and the last word of the adjective clause in the
following sentence:
The restaurant where there was music was almost deserted.
33
Answer:
[removed]
That is the house "where I grew up."
The words in quotes make up an adjective clause. An adjective clause does
what an adjective does: it modifies the noun "house." Adjective clauses
begin with that, which, where, who, whom, or whose. Type the first word
followed by a space and the last word of the adjective clause in the
following sentence:
Find a boy whose eyes are green.
34
Answer:
[removed]
That is the house "where I grew up."
The words in quotes make up an adjective clause. An adjective clause does
what an adjective does: it modifies the noun "house." Adjective clauses
begin with that, which, where, who, whom, or whose. Type the first word
followed by a space and the last word of the adjective clause in the
following sentence:
The tale that was told that night was never forgotten.
35
Answer:
[removed]
That is the house "where I grew up."
The words in quotes make up an adjective clause. An adjective clause does
what an adjective does: it modifies the noun "house." Adjective clauses
begin with that, which, where, who, whom, or whose..
250 words discussion not an assignementThe purpose of this discuss.docxjeanettehully
ย
250 words discussion not an assignement
The purpose of this discussion is to gain a more complete awareness of the extent of socio-environmental influences impacting the development of adolescents. Triandis (as cited in Coon and Kemmelmeier, 2001) states, "Individualism and collectivism are broadly defined cultural syndromes that encompass a number of elements, including values, norms, goals, and behaviors" (Coon and Kemmelmeier, 2001, p. 348).
Consider the audio piece in this unit's studies (also linked in the Resources) that compares two teens' viewpoints of life within their cultural domains. This piece highlights the impact of family, community, and cultural beliefs and values on an individual's development. For your initial post in this discussion, explore these influences by addressing the following questions:
How does exposure to media influence the manner in which adolescents develop?
How does exposure to peers influence development in both systems?
Using the reading from the textbook on risky behaviors, how might adolescents' influences and understanding of risk be different, based on their culture and expectations of self?
The optional reading in this unit's studies may provide additional information to support your post, if you choose to use it.
Response Guidelines
Respond to one learner by supporting his or her analysis of the two teens with additional information you have acquired outside of the textbook. Cite and reference your source with proper APA formatting. Be sure to address concepts in the post and find any similarities in your thinking as well.
Reference
Coon, H. M., Kemmelmeier, M. (2001). Cultural orientations in the United States: (Re)Examining differences among ethnic groups.ย
Journal of Cross-Cultural Psychology, 32
(3), 348โ364. Thousand Oaks, CA: Sage.
.
25. For each of the transactions listed below, indicate whether it.docxjeanettehully
ย
25. For each of the transactions listed below, indicate whether it is an operating (O), investing (I) or financing (F) activity on the statement of cash flows. Also, indicate if the transaction increases (+) or decreases (-) cash. 12 points
Transaction Type of Activity Effect on Cash
A) Paid dividends to the owners
B) Purchased equipment by paying cash
C) Issued stock for cash
D) Paid wages to employees
E) Repaid the bank loan
F) Collected cash on account from customers
.
250-word minimum. Must use textbook Jandt, Fred E. (editor) Intercu.docxjeanettehully
ย
250-word minimum. Must use textbook: Jandt, Fred E. (editor) Intercultural Communication: A Global Reader. Thousand Oaks, CA: Sage. 2004 and articles provided. MLA citation.
Levi-Strauss and Hofstede portray culture as a dichotomy. What are the implications of such a dichotomy? How do these variants affect you when you attempt to communicate with other cultures? Likewise, how do these variants affect your audience when you attempt to communicate with them?
.
250-500ย words APA format cite referencesย Check this scenario o.docxjeanettehully
ย
250-500ย words APA format cite referencesย
Check this scenario out. Long term care can consists of servicing patients need at a patient's home, providing meals, transportation and in home therapy. Some long term care is within the home and some can be rehab. Lets say there is a growing need to extend those services to our growing need in elderly population. Part of that need is a demand for servicing the increasing population of the Hispanic community. We as a team need to meet with a cross- functional management team that can relay the need and services outside of the facility. ย We need hired people who are bilingual that can work the call center, deliver food, offer in home therapy, and provide transportation.
Our audience will be the new management team. Each member of the coordination of care ย team of management will cover or be responsible for one of those areas. Our standpoint will be that we are the board of directors that would be talking with them.
Giving the above screnario my part of assignment is to come up with strategies of the transition and what methods may be needed?
.
250+ Words โ Insider Threat Analysis Penetration AnalysisCho.docxjeanettehully
ย
250+ Words โ Insider Threat Analysis / Penetration Analysis
Choose one of the following.ย The first is insider threat analysis and the other is the threat presented by hostile intelligence operations. ย Be challenging and show what you know.
Topic 1
Insider threats come from individuals who operate inside friendly intelligence and national security organizations who purposefully set out to cause disruption, destruction, and commit crimes to those ends. Please read
Insider Threat IPT
and
Solving Insider Threat
in the Course Materials Folder. Using the web or the online library choose a high profile case of insider threat (cyber, intelligence, military) and draft a 350 word summary of the case highlighting successes or failures of
analysis
in bringing resolution to the case. What analysis methods can you discern? What do think could have been done differently to improve the analysis?
--or--
Topic 2
Complete reading
Foreign Espionage Threat
and
Observations on the Double Agent
and
Social Courtesy
. In the penetration of a hostile intelligence service analysis is central to identifying, pursuing, and preparing the recruitment of an agent. In 350 words please research the Oleg Penkovsky, Aldritch Ames, or Jonathan Pollard cases. Provide a summary of the role of analysis in the recruitment and running of these agents from the perspective of their handlers (the US/British, Soviet Union, and Israel, respectively). You'll need to conduct additional research on the web or in the online library to help you develop a factual understanding of the case you choose.
.
250 wordsUsing the same company (Bank of America)ย that you have .docxjeanettehully
ย
250 words
Using the same company (Bank of America)ย that you have using in previous weeks, please review its cashflow sheet The statement of cash flows is divided into three parts: (1) operational cash flows, (2) financing cash flows, and (3) investment cash flows. Discuss the primary components of each of these sections of the cash flow statement:
Operational cash flows:
Use the direct method, which focuses on the sources of cash and the uses of operating cash such as cash from customers minus cash payment for expenses and payments to creditors.
Financing cash flows:
This should include cash received as the ownerโs investment and cash withdrawals by owners.
Investing cash flows:
These include cash from investing activities (in other companies or securities) and any cash paid to make these investments.
.
250 mini essay questiontextbook Getlein, Mark. Living with Art, 9.docxjeanettehully
ย
250 mini essay question
textbook: Getlein, Mark. Living with Art, 9th Ed., New York: McGraw-Hill, 2010 Please include citations in MLA format.
First, describe the shift in the Roman Empire that created Byzantium in the East and what would eventually become Europe in the West and explain the impact of this political, religious, and social split on the art produced in these regions in this era. Provide specific examples of particular works of art or architecture to illustrate your points.
Second, trace the subsequent development of art in the East and the West from the Early through the High and Late Middle Ages by citing specific works of art or architecture and describing characteristic features these works exemplify. Be sure to include the each of the following terms in your discussion:
-animal styleย
-Carolingianย
-Romanesqueย
-Gothic
.
22.ยฟSaberย oย conocerโฆย ย ย With a partner, tell what thes.docxjeanettehully
ย
22.
ยฟ
Saber
ย oย
conocer
โฆ?
ย ย ย With a partner, tell what these people know, usingย
saber
orย
conocer
.
Nataliaย [removed]ย al suegro de Mirta. Ellaย [removed]ย dรณnde vive รฉl, pero noย [removed]ย su nรบmero de telรฉfono.ย
Davidย [removed]ย muchas ciudades de Espaรฑa, pero noย [removed]ย hablar espaรฑol.ย
Estelaย [removed]ย muchos poemas de ese poeta, pero noย [removed]ย ninguno de memoria.ย
Robertoย [removed]ย a la familia que da la fiesta de Aรฑo Nuevo, pero noย [removed]ย dรณnde es la fiesta.ย
Yoย [removed]ย que Lorca es un poeta espaรฑol.
.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
ย
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
ย
(๐๐๐ ๐๐๐) (๐๐๐ฌ๐ฌ๐จ๐ง ๐)-๐๐ซ๐๐ฅ๐ข๐ฆ๐ฌ
๐๐ข๐ฌ๐๐ฎ๐ฌ๐ฌ ๐ญ๐ก๐ ๐๐๐ ๐๐ฎ๐ซ๐ซ๐ข๐๐ฎ๐ฅ๐ฎ๐ฆ ๐ข๐ง ๐ญ๐ก๐ ๐๐ก๐ข๐ฅ๐ข๐ฉ๐ฉ๐ข๐ง๐๐ฌ:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
๐๐ฑ๐ฉ๐ฅ๐๐ข๐ง ๐ญ๐ก๐ ๐๐๐ญ๐ฎ๐ซ๐ ๐๐ง๐ ๐๐๐จ๐ฉ๐ ๐จ๐ ๐๐ง ๐๐ง๐ญ๐ซ๐๐ฉ๐ซ๐๐ง๐๐ฎ๐ซ:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
The chapter Lifelines of National Economy in Class 10 Geography focuses on the various modes of transportation and communication that play a vital role in the economic development of a country. These lifelines are crucial for the movement of goods, services, and people, thereby connecting different regions and promoting economic activities.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
ย
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.ppt
ย
Running head Metrics1Metrics3Metrics Krishna Marepalli.docx
1. Running head: Metrics
1
Metrics
3Metrics
Krishna Marepalli
170068
PMGT 580
Metrics
Organizations use metrics to assess, compare and track the
status of their projects or processes in order to ensure
organizations achieve their objectives. According to Juneja
(2015), metrics tell you accurate measurements about how the
process is functioning and provide base for you to suggest
improvements. Our business focuses on process management
and improvement, project performance and business
management to ensure we meet our objectives. Therefore, we
will be considering the following metrics as in the table below;
Table1: Business categories and the metrics to apply
CATEGORY
METRICS
Project Management and Improvement Metrics
Resource Management Processes
Business Processes
Project Performance Metrics
Budget
Risk Management
Business Management Metrics
Customer Satisfaction
Project Portfolio Management
2. To measure how well the business is running, we will use the
following metrics;1. Resource management processes, 2.
Business processes, 3. Budget, 4. Rik management, 5. Customer
satisfaction and 6. Project portfolio management
In project management and improvement, resource management
and improvement metrics, resource management and business
processes metrics stood out as the best metrics to consider. Our
business focuses on ensuring good financial health, growth and
development. Therefore, assessing how resources and business
processes are managed will help PMO design projects that aim
at ensuring business objectives are met. It is essential for PMO
to ensure all the business processes are specified within the
business objectives and the resources allocated to those
processes are used responsibly to meet set objectives.
Budgeting and risk management metrics are important when
managing a project. According to Hill (2008), budgeting
contains guidance and measurement metrics used to ensure
every project remains within cost or that corrective actions are
taken in response to difficulties experienced in a project. On the
other hand, risk management process calls for identifying,
prioritizing, and responding to risks that could affect projects
(Hill, 2008). Budgeting and risk management ensure project
processes run as expected. Whenever the two are properly
assessed, the project works out according to the schedule and
the available resources utilized properly. This makes the two
metrics of importance whenever one needs to ensure the
business projects enhance financial health of the organization.
According to Hill (2008), the PMO should always attempt to
build business management metrics gradually, leveraging
commonly supported elements first and then demonstrating the
success of early metrics before increasing the range of business
management metrics that are implemented in the project
management environment. Therefore, it is important to measure
how customers are satisfied by the projects ran by the
organization. Projects should be resourced on their ability to
3. ensure the organization retains its customers while attracting
others. Analyzing the project portfolio and how customers are
satisfied advises the PMO on the action to be taken to ensure
the project aligns to the business objectives.
Metrics
Target Value (Year 1)
Target Value (Year 2)
Target Value (Year 3)
Resource Management Processes (Cycle Time in hours)
7
9
10
Business Processes (Lean six sigma)
45%
60%
89%
Budget (EVM) in $
200000
320000
500000
Risk Management (Value at Risk)
10%
7%
3%
Customer Satisfaction (CSAT of 1-10)
6
3
1
Project Portfolio Management (Return on Investment)
30%
57%
83%
Resource management processes will be measured using cycle
time in order to determine how efficient the whole team will be
available for the project tasks. Our company objective is to
4. improver this offering incentive, ensuring a good work
environment, offering transportation and setting up
communication expectations to ensure no conflicts.
Measuring business processes will use lean six sigma metric to
enable us eliminate waste, problems and inefficiency while
providing better working conditions to ensure customers need
are met. We are planning to map, analyze and redesign all the
business processes, acquire resources from the management to
ensure we call meet all the business needs on time,
communicate all the implemented changes to all the
stakeholders.
Earned value will be used to measure whether the projects are
running according to the project to a planned budget limit of
500000 dollars. To achieve this, the organization will keep the
budgeting and forecasting flexible, implement rolling feature to
measure how the budget is being used, involve the entire project
team when planning, be clear about the project goals and plan
for all possible scenarios that may face the project.
We are planning to reduce the value at risk to 3% by the next
three years. To ensure this is possible, the organization will
prioritize on common project risks, develop response systems to
the risks, re-evaluate all the opportunities presented in order to
consider the risks, perform quality control test before
presenting any project to the management and keep good
records to enhance easy evaluation of common risks in the
business projects.
Customer satisfaction will be measured using a customer
satisfaction test-score ranging from 1 to 10. 1 means the
customer is satisfied and 10 means the business processes are
not meeting customer needs. In order to ensure our customers
are satisfied, we are willing to conduct focus groups, set up
customer hotline, consult the customers whenever a new project
is presented, ensure the business social responsibility is
observed and ask the customers what they want.
5. Project portfolio management will be measured using the
returns on investment. We will analyze how the project
promises to return the organization investments before
implementing the project. In order to improve this, the company
will think about the long-term importance of its projects, find
lower cost ways to invest, rebalance regularly, take advantage
of tax efficient investing and continue investing on their
projects no matter how the markets are doing. This will ensure
the business projects rate of return is high.
References
Hill M. Gerard. (2008). The Complete Project Management
Office Book 2nd Edition . New York, USA:Taylor & Francis
Group LLC. pp90-100. Retrieved From
http://ceit.aut.ac.ir/~sa_hashemi/My%20Teachings/BS-CEIT-
IT%20Project%20Management/Books&Resources/The%20Comp
lete%20Project%20Management%20Office%20Handbook.pdf
Juneja Prachi. (2015). What are Metrics and Why are They
Important. Management Study Guide. Retrieved From
https://www.managementstudyguide.com/what-are-metrics.htm
The
CompleTe
projeCT
managemenT
offiCe
handbook
ESI International Project Management Series
Series Editor
J. LeRoy Ward, Executive Vice President
ESI International
6. Arlington, Virginia
Practical Guide to Project Planning
Ricardo Viana Vargas
1-4200-4504-0
The Complete Project Management Office Handbook, Second
Edition
Gerard M. Hill
1-4200-4680-2
Determining Project Requirements
Hans Jonasson
1-4200-4502-4
Other ESI International Titles Available from
Auerbach Publications, Taylor & Francis Group
PMPยฎ Challenge! Fourth Edition
J. LeRoy Ward and Ginger Levin
ISBN: 1-8903-6740-0
PMPยฎ Exam: Practice Test and Study Guide, Seventh Edition
J. LeRoy Ward
ISBN: 1-8903-6741-9
The Project Management Drill Book: A Self-Study Guide
Carl L. Pritchard
ISBN: 1-8903-6734-6
Project Management Terms: A Working Glossary, Second
7. Edition
J. LeRoy Ward
ISBN: 1-8903-6725-7
Project Management Tools CD, Version 4.3
ESI International
ISBN: 1-8903-6736-2
Risk Management: Concepts and Guidance, Third Edition
Carl L. Pritchard
ISBN: 1-8903-6739-7
Boca Raton New York
Auerbach Publications is an imprint of the
Taylor & Francis Group, an informa business
The
CompleTe
projeCT
managemenT
offiCe
handbook
gerard m. hill
Auerbach Publications
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 300
8. Boca Raton, FL 33487-2742
ยฉ 2008 by Taylor & Francis Group, LLC
Auerbach is an imprint of Taylor & Francis Group, an Informa
business
No claim to original U.S. Government works
Printed in the United States of America on acid-free paper
10 9 8 7 6 5 4 3 2 1
International Standard Book Number-10: 1-4200-4680-2
(Hardcover)
International Standard Book Number-13: 978-1-4200-4680-9
(Hardcover)
This book contains information obtained from authentic and
highly regarded sources. Reprinted
material is quoted with permission, and sources are indicated. A
wide variety of references are
listed. Reasonable efforts have been made to publish reliable
data and information, but the author
and the publisher cannot assume responsibility for the validity
of all materials or for the conse-
quences of their use.
No part of this book may be reprinted, reproduced, transmitted,
or utilized in any form by any
electronic, mechanical, or other means, now known or hereafter
invented, including photocopying,
microfilming, and recording, or in any information storage or
retrieval system, without written
permission from the publishers.
222 Rosewood Drive, Danvers, MA 01923, 978-750-8400. CCC
is a not-for-profit organization that
provides licenses and registration for a variety of users. For
9. organizations that have been granted a
photocopy license by the CCC, a separate system of payment
has been arranged.
Trademark Notice: Product or corporate names may be
trademarks or registered trademarks, and
are used only for identification and explanation without intent
to infringe.
Library of Congress Cataloging-in-Publication Data
Hill, Gerard M.
The complete project management office handbook / Gerard M.
Hill. -- 2nd ed.
p. cm. -- (ESI international project management series)
Includes bibliographical references and index.
ISBN-13: 978-1-4200-4680-9 (alk. paper)
1. Project management--Handbooks, manuals, etc. I. Title.
HD69.P75H54 2008
658.4โ04--dc22 2007011249
Visit the Taylor & Francis Web site at
and the Auerbach Web site at
AU4680_C000.fm Page iv Monday, July 16, 2007 3:47 PM
For permission to photocopy or use material electronically from
this work, please access www.
copyright.com (http://www.copyright.com/) or contact the
Copyright Clearance Center, Inc. (CCC)
http://www.taylorandfrancis.com
11. Project Management Methodology Activities across the PMO
Continuum..............................................................................
......................... 6
Project Management Methodology Function Model
...................................... 8
Establish Basis for Project Management Methodology
............................. 9
Convene Methodology Development Team
......................................... 9
Prepare Methodology Deployment Strategy
....................................... 12
Examine Current
Practices.................................................................... 20
Develop Methodology
Solution
................................................................ 24
Identify Methodology Components
..................................................... 25
Design Life-Cycle Processes
................................................................. 26
Develop Project Management Practices
.............................................. 33
Introduce Methodology Platform
......................................................... 35
12. Conduct Methodology
Implementation.................................................... 38
Plan Methodology
Implementation...................................................... 38
Plan Project Transition
.......................................................................... 42
Conduct Methodology Training and Implementation
........................ 45
Manage Methodology Maturity
................................................................. 46
Evaluate Methodology Implementation
............................................... 46
Analyze Methodology
Performance..................................................... 47
Manage Methodology Maintenance
..................................................... 49
Postscript for the Smaller PMO
..................................................................... 50
Establish Simple, Critical Processes for Project
Management............ 50
Gain Increased Support for Process Expansion
................................. 51
Expand and Incorporate Technical and Business
13. Processes............. 52
AU4680_C000.fm Page v Monday, July 16, 2007 3:47 PM
vi
๏ฟฝ
The Complete Project Management Office Handbook
2
Project Management Tools
........................................................55
Project Environment Interface
14. Concepts....................................................... 56
Business Environment Interface
Concepts.................................................... 58
Project Management Tools Activities across the PMO
Continuum ............. 60
Project Management Tools Function Model
................................................. 61
Select Project Management Tools
............................................................. 63
Identify the Need for Project Management Tools
.............................. 63
Examine General Types of Project Management
Tools..................... 65
Assess Specific Project Management Tools
......................................... 67
Acquire Project Management Tools
..................................................... 69
Implement Project Management
Tools..................................................... 70
Plan Tool Implementation
.................................................................... 70
Plan Tool
Transition..............................................................................
15. 71
Conduct Tool User
Training................................................................. 72
Conduct Tool Implementation
............................................................. 72
Evaluate Tool Performance
....................................................................... 73
Identify and Resolve Utilization Problems
.......................................... 73
Identify and Resolve Functional Problems
......................................... 74
Assess Overall Tool Effectiveness
........................................................ 74
Postscript for the Smaller PMO
..................................................................... 75
3
Standards and Metrics
...............................................................77
16. Project Environment Interface
Concepts....................................................... 78
Business Environment Interface
Concepts.................................................... 79
Standards and Metrics Activities across the PMO Continuum
.................... 80
Standards and Metrics Function
Model......................................................... 82
Implement Project Management
Standards.............................................. 83
Examine Standards
Sources.................................................................. 83
Identify Applicable Standards
.............................................................. 87
Introduce Preferred
Standards.............................................................. 89
Conduct Benchmarking
........................................................................ 92
Determine Project Metrics Requirements
................................................. 93
Identify Process Management and Improvement
Metrics.................. 94
17. Identify Project Performance
Metrics................................................... 97
Identify Business Management Metrics
............................................. 101
Introduce and Use Project Metrics
......................................................... 102
Establish Metrics Measurements Plan
................................................ 103
Compare Metrics Performance
........................................................... 104
Establish Corrective Actions
............................................................... 104
Postscript for the Smaller PMO
................................................................... 105
4
Project Knowledge Management
............................................109
18. Project Environment Interface
Concepts..................................................... 110
Business Environment Interface
Concepts.................................................. 111
Project Knowledge Management Activities across the PMO
Continuum..............................................................................
..................... 112
Project Knowledge Management Function Model
..................................... 114
AU4680_C000.fm Page vi Monday, July 16, 2007 3:47 PM
Contents
๏ฟฝ
vii
19. Establish Knowledge Management
Framework..................................... 115
Information
Management.................................................................... 116
Document
Management...................................................................... 119
Process
Management...........................................................................
121
Collaboration
Management................................................................. 122
Project Archive and Reference Library Management
....................... 125
Introduce Knowledge Management
System........................................... 129
Conduct Installation and Establish Connectivity
.............................. 129
Perform Function and Feature Customization
.................................. 130
Introduce Project Knowledge Management Content
....................... 133
Implement Knowledge Management
20. System......................................... 134
Develop Project Management Information System
(PMIS).............. 134
Develop Executive
Dashboard........................................................... 144
Construct Project Management
Library.............................................. 145
Implement Online Project
Collaboration........................................... 146
Implement Other Knowledge Management Tools
........................... 148
Postscript for the Smaller PMO
................................................................... 149
Section II Infrastructure Management
5
Project Governance
..................................................................153
21. Project Environment Interface
Concepts..................................................... 154
Business Environment Interface
Concepts.................................................. 155
Project Governance Activities across the PMO Continuum
...................... 156
Project Governance Function
Model........................................................... 158
Prepare and Maintain PMO Charter
....................................................... 158
Define Business Purpose
.................................................................... 160
Specify Organizational
Alignment...................................................... 162
Highlight Functional Responsibility
................................................... 163
Specify PMO Authority
....................................................................... 164
Identify PMO Funding
........................................................................ 165
Develop Project Management Policies
................................................... 165
Evaluate Policy Needs
23. Procedures.................................. 178
Align Business and Technical Committees
............................................ 180
Postscript for the Smaller PMO
................................................................... 181
AU4680_C000.fm Page vii Monday, July 16, 2007 3:47 PM
viii
๏ฟฝ
The Complete Project Management Office Handbook
6
26. Project Environment Interface
Concepts..................................................... 206
Business Environment Interface
Concepts.................................................. 206
Organization and Structure Activities across the PMO
Continuum .......... 207
Organization and Structure Function Model
.............................................. 209
Set Up the PMO
Structure....................................................................... 209
Identify Staff Needs for PMO Functions
........................................... 210
Introduce PMO Staff
........................................................................... 214
Analyze and Establish PMO
Relationships........................................ 215
Establish Project Team
Structure............................................................. 216
Specify Project Team and PMO Relationship
................................... 217
Define Standard Project Team Structure
........................................... 221
27. Define Extended Project Team
Alignment........................................ 225
Develop Stakeholder Participation
......................................................... 228
Manage Internal Project Team
Stakeholders..................................... 229
Manage Internal Oversight
Stakeholders........................................... 230
Manage Internal-Support
Stakeholders.............................................. 231
Manage Customer Stakeholders
......................................................... 233
Manage Vendor and Contractor Stakeholders
.................................. 234
Manage Other Project
Stakeholders................................................... 235
Postscript for the Smaller PMO
................................................................... 237
8
28. Facilities and Equipment Support
..........................................239
Project Environment Interface
Concepts..................................................... 240
Business Environment Interface
Concepts.................................................. 241
Facilities and Equipment Support Activities across the PMO
Continuum..............................................................................
..................... 242
Facilities and Equipment Support Function
Model.................................... 242
AU4680_C000.fm Page viii Monday, July 16, 2007 3:47 PM
Contents
๏ฟฝ
33. Postscript for the Smaller PMO
................................................................... 290
10
Training and Education
...........................................................293
Project Environment Interface
Concepts..................................................... 294
Business Environment Interface
Concepts.................................................. 294
AU4680_C000.fm Page ix Monday, July 16, 2007 3:47 PM
x
34. ๏ฟฝ
The Complete Project Management Office Handbook
Training and Education Activities across the PMO Continuum
................ 295
Training and Education Function Model
.................................................... 297
Establish Training
Program...................................................................... 298
Assess Training Needs
........................................................................ 298
Determine Training Requirements
..................................................... 300
Identify Training Resources
................................................................ 302
Prepare Training Plan
......................................................................... 305
Select and Develop Training Courses
............................................... 306
35. Manage Training Program
....................................................................... 308
Establish Training Registration Capability
......................................... 308
Publicize and Promote Training Program
......................................... 310
Conduct Project Management Training
............................................. 311
Evaluate Training Program
...................................................................... 313
Evaluate Training Plan Implementation
............................................ 313
Evaluate Training
Resources............................................................... 314
Update Training Program
................................................................... 315
Postscript for the Smaller PMO
................................................................... 315
11
36. Career Development
................................................................317
Project Environment Interface
Concepts..................................................... 318
Business Environment Interface
Concepts.................................................. 319
Career Development Activities across the PMO
Continuum..................... 320
Career Development Function Model
......................................................... 320
Develop Project Management Career Path
............................................ 322
Establish Project Management as a Professional Discipline
............ 323
Define Career Advancement
Model................................................... 327
Construct Position Descriptions and Qualifications
......................... 334
Integrate New Career Path into the
Organization............................ 336
Support Project Management Career
37. Planning...................................... 338
Provide General Career Guidance
..................................................... 338
Promote Business Skill
Development................................................ 339
Implement Career Planning Support
................................................. 341
Establish Professional Certification
......................................................... 341
Develop Project Management Certification Program
....................... 342
Facilitate Technical and Professional Certification
........................... 345
Postscript for the Smaller PMO
................................................................... 346
12
Team Development
..................................................................347
38. Project Environment Interface
Concepts..................................................... 348
Business Environment Interface
Concepts.................................................. 348
Team Development Activities across the PMO Continuum
...................... 349
Team Development Function
Model........................................................... 351
Facilitate Cohesive Team Formation
...................................................... 351
Examine Project Team
Composition.................................................. 353
Develop Project Team Orientation
Program..................................... 355
Integrate Vendors and Contractors
.................................................... 356
Facilitate Virtual Team Management
...................................................... 358
Establish Virtual Team Alignment
...................................................... 359
39. AU4680_C000.fm Page x Monday, July 16, 2007 3:47 PM
Contents
๏ฟฝ
xi
Facilitate Virtual Team
Interactions.................................................... 360
Introduce Virtual Team Technology
.................................................. 364
Enable Project Team Development
........................................................ 365
Promote Team Skill Learning
............................................................. 365
Develop Project Manager Tools and
Techniques............................. 366
40. Facilitate Leadership Development
.................................................... 367
Monitor Project Team
Performance........................................................ 369
Assess Team
Dynamics....................................................................... 369
Examine Team Effectiveness
.............................................................. 370
Conduct Team Improvement Activities
............................................. 371
Postscript for the Smaller PMO
................................................................... 373
Section IV Technical Support
13
Mentoring...............................................................................
...377
41. Project Environment Interface
Concepts..................................................... 378
Business Environment Interface
Concepts.................................................. 380
Mentoring Activities across the PMO Continuum
...................................... 381
Mentoring Function
Model........................................................................... 383
Establish Project Management Mentoring
Program............................... 383
Develop the Mentoring Approach
..................................................... 383
Identify MentorโProtรฉgรฉ Roles and Responsibilities
........................ 390
Determine Mentor Sourcing Process
................................................. 396
Engage Project Management Mentors
.................................................... 400
Identify Mentor Candidates
................................................................ 400
Conduct Mentor Candidate
Qualification.......................................... 402
Prepare Project Management