In this webinar, you will be provided a model for explaining how the current world of work is shifting with models for managing team conflict and dealing with the emotions of project team members and stakeholders.
C H A P T E R 2Project Selection and PrioritizationHow d.docxclairbycraft
C H A P T E R 2
Project Selection and Prioritization
How does a truly global company with fewer than 200 associates achieve
noteworthy results and market leadership? Certainly strong and talented
people are a key part of the answer. A good set of leadership and
management tools and processes, and the discipline to use them, is
another key. A small, privately held company in Louisville, Kentucky has
been fortunate to use both talent and process to achieve success by any
measure. That company is D. D. Williamson.
D. D. Williamson was founded in 1865 and today is a global leader in
non-artificial colors. Operating nine facilities in six countries and supplying
many of the best-known food and beverage companies around the world,
D. D. Williamson has more complexity to manage than most companies,
regardless of their size.
C H A P T E R
O B J E C T I V E S
After completing this
chapter, you should
be able to:
• Describe the strategic
planning and portfolio
alignment processes.
• Itemize strengths and
weaknesses of using
financial and scoring
models to select
projects.
• Describe how to select
and prioritize projects as
anoutgrowthofstrategic
planning.
• Given organizational
priorities and several
projects, demonstrate
how to select and
prioritize projects using a
scoring model.
• From a contractor’s
viewpoint, describe how
to secure projects.
Ro
be
rt
Ll
ew
el
ly
n/
Im
ag
e
St
at
e/
A
la
m
y
26
Late in 2004, the company was embarking on a new vision to double
growth and profitability in five years and identified the need to improve
project management as a key strategy to achieve the vision. Our
weakness was twofold—we had too many projects that were
championed as important, and the projects that were active were
sometimes late, over budget, and not achieving the predicted results. We
began with prioritization, creating a prioritization matrix to select 16 “critical
projects” that would have senior leadership sponsors and be assigned
trained and capable project managers to improve our execution.
The prioritization matrix was a great initial step to narrow our focus and
improve our results—overall project completion improved. However, 16
projects meant that the scope and impact of projects still had wide
variation. Smaller, more simple projects were likely to be executed
brilliantly and improve our total percentage of “on time and on target”
projects, but if the project that was late or over budget was very high
impact, we were still leaving opportunities for growth and profitability “on
the table.”
In 2009, we made more changes to our prioritization process, selecting
no more than five “Vision Impact Projects” (VIPs) that would get high-level
focus and attention—monitoring and asking for corrective measures in
weekly senior management meetings, tracking online in our project
management system for our Continuous Improvement Manager, and
funneling time and resources to help when projects get off course.
The results are dramatic—large.
Burnout & Leadership - What is burnout and how the leader can help the employeeDebora Miceli
My mission
Burnout Speech's
What is burnout
Occupational groups
Burnout x Engagement
Job-Person Fit & Burnout
Human Function Curve - Peter Nixon
How the manager can help the employee?
Generalized Resistance Resources (GRRs)
Salutogênese - Aaron Antonovsky (1923–1994)
Resilience
Contact and Thesis Info
Discover Sociocracy 3.0
For communities of people wishing to grow effective organisations organically and collaborate more consciously together.
2015, Creative Commons Licence by James Priest
www.sociocracy30.org
Discussion assignments will be graded based upon the criteria and .docxduketjoy27252
Discussion assignments will be graded based upon the criteria and rubric specified in the Syllabus.
For this Discussion Question, complete the following.
******1. Review the two articles about bank failures and bank diversification that are found below this. Economic history assures us that the health of the banking industry is directly related to the health of the economy. Moreover, recessions, when combined with banking crisis, will result in longer and deeper recessions versus recessions that do occur with a healthy banking industry.
*****2. Locate two JOURNAL articles which discuss this topic further. You need to focus on the Abstract, Introduction, Results, and Conclusion. For our purposes, you are not expected to fully understand the Data and Methodology.
*******3. Summarize these journal articles. Please use your own words. No copy-and-paste. Cite your sources.
4. word count 350 and more would we consider highest grade.
5. Your replies must focus on increasing knowledge of the class and must advance the discussion further. Simply affirming your peers does not count as a substantive reply.
Need replay for this below 2 discussion
Discussion-1
According to the journal article published by Musdholifah, Hartono and Wulandari (2020), several attempts have been made over time to determine the actual causes of banking crisis. But researchers are unable to bring about a full proof list of causes that lead to the downfall of the banks as a whole. Using the crisis and default index, the authors of the article have tried to formalize a series of causes of banking failures and how these can be avoided in the future. The case of the Indonesian banks and their problems is taken to know about the main causes that are leading to their troubles in today’s business environment. The analysis of the case studies of these banks reveals that the internal bank processes and actions are the primary source of the troubles. It is highly essential for banks to use probability factors and predictions to determine the outcomes of their actions in the short term and long-term both.
According to the second journal article written by Ramirez and Shively (2012), a time series model can be used to evaluate the causes of the bank failures and their contribution towards economic crisis. The scales of 1920s crisis were taken to review the banking and economic conditions. Other variables were also accounted to know the main reasons for the failure and how it could have been avoided. Bank Failure Channel is the main agenda used by the authors to distribute causes, analyze them and emphasize on the things that could have been done right to achieve stability. Since banks hold the money of the customers and use them to derive economic profit, they tend to be highly responsible for the same. Every effort should be made to keep liquidity and offer stability to the customers and the economy both. Overall, the banking system is the economic foothold of an econom.
Agile and Lean have delivered fantastic results for optimizing flow of value to customers, but sooner or later agile teams bump into limitations in the surrounding organisation.
Sociocracy has delivered fantastic results for optimising organisational governance, enabling dynamic steering and generating cross organisational collaboration, yet until recently has been applied predominantly within traditional organisational systems.
Sociocracy 3.0 builds on The Sociocratic Method, is influenced by Holacracy and radically applies lean and agile principles to dynamically steer and evolve organization.
• Tap collective intelligence and incrementally process available information into continuous improvement of products, processes and skills
• Grow dynamic organizations that support effective flow of value and information
• Make the best use of the talent already present in an organization
• Take a painless iterative approach for implementing into existing organisations of any size
This presentation features the Governance Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca
In this webinar, you will be provided a model for explaining how the current world of work is shifting with models for managing team conflict and dealing with the emotions of project team members and stakeholders.
C H A P T E R 2Project Selection and PrioritizationHow d.docxclairbycraft
C H A P T E R 2
Project Selection and Prioritization
How does a truly global company with fewer than 200 associates achieve
noteworthy results and market leadership? Certainly strong and talented
people are a key part of the answer. A good set of leadership and
management tools and processes, and the discipline to use them, is
another key. A small, privately held company in Louisville, Kentucky has
been fortunate to use both talent and process to achieve success by any
measure. That company is D. D. Williamson.
D. D. Williamson was founded in 1865 and today is a global leader in
non-artificial colors. Operating nine facilities in six countries and supplying
many of the best-known food and beverage companies around the world,
D. D. Williamson has more complexity to manage than most companies,
regardless of their size.
C H A P T E R
O B J E C T I V E S
After completing this
chapter, you should
be able to:
• Describe the strategic
planning and portfolio
alignment processes.
• Itemize strengths and
weaknesses of using
financial and scoring
models to select
projects.
• Describe how to select
and prioritize projects as
anoutgrowthofstrategic
planning.
• Given organizational
priorities and several
projects, demonstrate
how to select and
prioritize projects using a
scoring model.
• From a contractor’s
viewpoint, describe how
to secure projects.
Ro
be
rt
Ll
ew
el
ly
n/
Im
ag
e
St
at
e/
A
la
m
y
26
Late in 2004, the company was embarking on a new vision to double
growth and profitability in five years and identified the need to improve
project management as a key strategy to achieve the vision. Our
weakness was twofold—we had too many projects that were
championed as important, and the projects that were active were
sometimes late, over budget, and not achieving the predicted results. We
began with prioritization, creating a prioritization matrix to select 16 “critical
projects” that would have senior leadership sponsors and be assigned
trained and capable project managers to improve our execution.
The prioritization matrix was a great initial step to narrow our focus and
improve our results—overall project completion improved. However, 16
projects meant that the scope and impact of projects still had wide
variation. Smaller, more simple projects were likely to be executed
brilliantly and improve our total percentage of “on time and on target”
projects, but if the project that was late or over budget was very high
impact, we were still leaving opportunities for growth and profitability “on
the table.”
In 2009, we made more changes to our prioritization process, selecting
no more than five “Vision Impact Projects” (VIPs) that would get high-level
focus and attention—monitoring and asking for corrective measures in
weekly senior management meetings, tracking online in our project
management system for our Continuous Improvement Manager, and
funneling time and resources to help when projects get off course.
The results are dramatic—large.
Burnout & Leadership - What is burnout and how the leader can help the employeeDebora Miceli
My mission
Burnout Speech's
What is burnout
Occupational groups
Burnout x Engagement
Job-Person Fit & Burnout
Human Function Curve - Peter Nixon
How the manager can help the employee?
Generalized Resistance Resources (GRRs)
Salutogênese - Aaron Antonovsky (1923–1994)
Resilience
Contact and Thesis Info
Discover Sociocracy 3.0
For communities of people wishing to grow effective organisations organically and collaborate more consciously together.
2015, Creative Commons Licence by James Priest
www.sociocracy30.org
Discussion assignments will be graded based upon the criteria and .docxduketjoy27252
Discussion assignments will be graded based upon the criteria and rubric specified in the Syllabus.
For this Discussion Question, complete the following.
******1. Review the two articles about bank failures and bank diversification that are found below this. Economic history assures us that the health of the banking industry is directly related to the health of the economy. Moreover, recessions, when combined with banking crisis, will result in longer and deeper recessions versus recessions that do occur with a healthy banking industry.
*****2. Locate two JOURNAL articles which discuss this topic further. You need to focus on the Abstract, Introduction, Results, and Conclusion. For our purposes, you are not expected to fully understand the Data and Methodology.
*******3. Summarize these journal articles. Please use your own words. No copy-and-paste. Cite your sources.
4. word count 350 and more would we consider highest grade.
5. Your replies must focus on increasing knowledge of the class and must advance the discussion further. Simply affirming your peers does not count as a substantive reply.
Need replay for this below 2 discussion
Discussion-1
According to the journal article published by Musdholifah, Hartono and Wulandari (2020), several attempts have been made over time to determine the actual causes of banking crisis. But researchers are unable to bring about a full proof list of causes that lead to the downfall of the banks as a whole. Using the crisis and default index, the authors of the article have tried to formalize a series of causes of banking failures and how these can be avoided in the future. The case of the Indonesian banks and their problems is taken to know about the main causes that are leading to their troubles in today’s business environment. The analysis of the case studies of these banks reveals that the internal bank processes and actions are the primary source of the troubles. It is highly essential for banks to use probability factors and predictions to determine the outcomes of their actions in the short term and long-term both.
According to the second journal article written by Ramirez and Shively (2012), a time series model can be used to evaluate the causes of the bank failures and their contribution towards economic crisis. The scales of 1920s crisis were taken to review the banking and economic conditions. Other variables were also accounted to know the main reasons for the failure and how it could have been avoided. Bank Failure Channel is the main agenda used by the authors to distribute causes, analyze them and emphasize on the things that could have been done right to achieve stability. Since banks hold the money of the customers and use them to derive economic profit, they tend to be highly responsible for the same. Every effort should be made to keep liquidity and offer stability to the customers and the economy both. Overall, the banking system is the economic foothold of an econom.
Agile and Lean have delivered fantastic results for optimizing flow of value to customers, but sooner or later agile teams bump into limitations in the surrounding organisation.
Sociocracy has delivered fantastic results for optimising organisational governance, enabling dynamic steering and generating cross organisational collaboration, yet until recently has been applied predominantly within traditional organisational systems.
Sociocracy 3.0 builds on The Sociocratic Method, is influenced by Holacracy and radically applies lean and agile principles to dynamically steer and evolve organization.
• Tap collective intelligence and incrementally process available information into continuous improvement of products, processes and skills
• Grow dynamic organizations that support effective flow of value and information
• Make the best use of the talent already present in an organization
• Take a painless iterative approach for implementing into existing organisations of any size
This presentation features the Governance Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca
Hypothesengetriebene agile Transitionen mit Sociocracy 3.0 (OOP-2017)Bernhard Bockelbrink
Die Transition einer kompletten Organisation wirft viele Fragen auf: Was ist agile Buchhaltung, agile HR, oder agiles Management? Gibt es eine Blaupause für agile Organisationen, oder muss man das alles irgendwie selbst heraus finden? Und wie begegnet man dem existenziellen Risiko, das jede große Veränderung birgt?
Der Vortrag zeigt, wie man diese komplexen Fragen mit hypothesengetriebenen Methoden und Ideen aus Sociocracy 3.0 agil und iterativ angehen kann, um den Weg zu einer lernenden Organisation zu finden, und was man dabei beachten sollte.
Even on the 15th anniversary of the agile manifesto, the clash of cultures between agile teams and traditional management lore remains largely unresolved. Existing approaches are either merely conceptual or rigid and monolithic (e.g. Holacracy). A new way is Sociocracy 3.0, a free and open-source framework for evolving agile organizations. It creates a pull-system for organizational change, and draws on a collection of independent, but mutually reinforcing patterns, so organizations can continuously adapt both pace and scope of a transition.
Sociocracy 3.0 a brief introduction (presentation) (v2016-01-29)Bernhard Bockelbrink
This is an outdated version, this is the latest version (March 2018): https://www.slideshare.net/BernhardBockelbrink/sociocracy-30-a-practical-guide-20180321
Sociocracy 3.0...
...is a method for growing effective, agile and resilient organizations of any size, from a tiny start-up to a large networked organization with the scope of a nation state.
...provides a collection of principles and patterns to dynamically steer and evolve organizations.
...incrementally process available information into continuous improvement of products, processes and skills.
...helps organizations making the best use of the talent already present, and to grow flexible organizational structures that support effective travel of information
...contains a painless, iterative approach to implementation that meets organizations where they are and helps them move forward in their own pace.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Integrity in leadership builds trust by ensuring consistency between words an...
Sociocracy 3.0 - Decision Making (Reinventing Organizations, Sofia 2017)
1. Sociocracy 3.0
Decision Making
Bernhard Bockelbrink @ Reinventing
Organizations 2017
http://sociocracy30.org
Bernhard Bockelbrink (v2017-11-17) - http://sociocracy30.org 1
2. Driver
Our manager is very authoritarian and budget-focused, as a
consequence we have short-sighted and ineffective strategies, and
we are unhappy.
We need to help him understand that including us in decisions and giving
us more autonomy will lead to both better long-term results, and us being
more happy.
Bernhard Bockelbrink (v2017-11-17) - http://sociocracy30.org 2
3. Proposal Forming
Collect considerations phrased as
questions relating to possible solutions.
• information gathering questions reveal
constraints ("_What is...")
• generative questions reveal
possibilities ("How might we")
Bernhard Bockelbrink (v2017-11-17) - http://sociocracy30.org 3
4. Consent Decision Making
A driver is a person’s or a group's motive
for responding to a specific situation.
• a brief description of the situation
(observation)
• a description of what is needed (deficit)
in relation to the situation
Bernhard Bockelbrink (v2017-11-17) - http://sociocracy30.org 4
5. Objections and Concerns
An objection is a reason why doing
something stands in the way of (more)
effective response to a driver.
A concern is an opinion that something
might impede a (more) effective response
to a driver.
Objections stop actions or agreements.
Concerns are recorded and processed if
there is time.
Bernhard Bockelbrink (v2017-11-17) - http://sociocracy30.org 5
7. License
This work by Bernhard Bockelbrink licensed under the Creative
Commons Attribution-ShareAlike 4.0 International License. To view
a copy of this license, visit http://creativecommons.org/licenses/by-
sa/4.0/.
This work is based on "S3 - A Practical Guide" by Bernhard
Bockelbrink and James Priest, available on http://sociocracy30.org/
guide
Bernhard Bockelbrink (v2017-11-17) - http://sociocracy30.org 7