The organization undertook several strategic initiatives since 2013 to improve operations. Key initiatives included reviewing employee skill sets and filling vacancies with qualified staff to better meet requirements. Managers also enhanced support for project managers by creating new program manager positions. Standardization efforts involved developing processes for project management, vendor selection and performance reviews to increase efficiency and quality. Communication and stakeholder involvement were strengthened across departments and projects through matrix teams and design reviews.
Eventuosity for Exhibit Houses, I&D Vendors, and Service ProvidersJustin Panzer
Exhibit Houses, I&D vendors, General and Sub-Contractors, and other service providers are critical to the success of tradeshows and exhibitions. And while show organizers and exhibitors rely heavily on them to create impactful events, the ability to connect and collaborate is often limited.
In the following few slides we’ll look at how eventuosity® can be utilized as a value-added offering by service providers to improve the events workflow for themselves, their clients and the third parties with whom they must both interact.
SQ-006: Quality Metrics and MeasurementsDigiLEAF Inc
Ability to measure the right things is imperative in these modern times. Even successful businesses find that they also need to assess other aspects of their business not just financial performance. This course is designed to equip the participants in designing metrics that are specific, measurable, achievable, realistic & time-bound. In this course, participants will be able to prevent misguided metrics; infer what data is needed and how to collect it; use a proven process for designing metrics and evaluate metrics’ effectiveness. This course also covers how to quantify process performance and results in software quality. This course discusses methods and tools to gather, analyze and interpret metrics and measurement software engineering, software testing processes and other related process areas.
Leadership challenge: Development and Implementation of an Electronic Perform...Stephanie Glegg
An overview of the development and implementation of an electronic performance wall to streamline integrated real-time program planning, progress tracking, reporting and evaluation for the Child Development & Rehabilitation Evidence Centre at Sunny Hill Health Centre for Children.
Eventuosity for Exhibit Houses, I&D Vendors, and Service ProvidersJustin Panzer
Exhibit Houses, I&D vendors, General and Sub-Contractors, and other service providers are critical to the success of tradeshows and exhibitions. And while show organizers and exhibitors rely heavily on them to create impactful events, the ability to connect and collaborate is often limited.
In the following few slides we’ll look at how eventuosity® can be utilized as a value-added offering by service providers to improve the events workflow for themselves, their clients and the third parties with whom they must both interact.
SQ-006: Quality Metrics and MeasurementsDigiLEAF Inc
Ability to measure the right things is imperative in these modern times. Even successful businesses find that they also need to assess other aspects of their business not just financial performance. This course is designed to equip the participants in designing metrics that are specific, measurable, achievable, realistic & time-bound. In this course, participants will be able to prevent misguided metrics; infer what data is needed and how to collect it; use a proven process for designing metrics and evaluate metrics’ effectiveness. This course also covers how to quantify process performance and results in software quality. This course discusses methods and tools to gather, analyze and interpret metrics and measurement software engineering, software testing processes and other related process areas.
Leadership challenge: Development and Implementation of an Electronic Perform...Stephanie Glegg
An overview of the development and implementation of an electronic performance wall to streamline integrated real-time program planning, progress tracking, reporting and evaluation for the Child Development & Rehabilitation Evidence Centre at Sunny Hill Health Centre for Children.
Project Management Related - Idea Presenation Work - Case StudyMdMasudurRahman98
For project management-related idea presentation work, I've successfully executed a comprehensive case study showcasing my expertise. This project involved meticulously planning and organizing data, creating visually appealing presentations, and effectively communicating complex concepts to stakeholders. Through strategic use of project management tools and methodologies, I delivered a compelling case study that highlighted innovative solutions and demonstrated measurable results.
Structuring an effective digital transformation plan involves careful planning and consideration of various factors to ensure successful implementation and adoption. https://www.captivix.com/digital-transformation-planning/
Effective Talent Management Strategy: Adapting Practices and PlansWowledge
Practice 4 of an Effective Talent Management Strategy illustrates how to adapt practices and create plans to implement or improve talent management programs.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
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The best Evaluation of training {updated 2023].docxintel-writers.com
The evaluation of training
refers to the process of assessing the effectiveness and impact of a training program or initiative. It involves gathering data and information to determine whether the training has met its
objectives, how well participants have learned and applied the knowledge and skills, and the overall value and return on investment (ROI) of the training.
The best evaluation of training is a comprehensive and systematic approach that considers multiple factors and uses various evaluation methods
some key elements that contribute to the best evaluation of training:
1. Clear Objectives: The evaluation should align with the specific objectives of the training program. Clear and measurable objectives help determine what needs to be assessed and provide a benchmark for evaluating the success of the training.
2. Multiple Evaluation Methods: Using a combination of evaluation methods provides a more comprehensive picture of the training’s effectiveness. Common evaluation methods include pre- and post-training assessments, observation of performance, surveys, interviews, focus groups, and feedback from supervisors or peers.
3. Relevance and Alignment: The evaluation should assess the extent to which the training content and delivery align with the participants’ needs and job requirements. It should determine if the training has addressed the intended knowledge and skill gaps and contributed to improved performance in the workplace.
Certified Professional in Project Management /PMO with 6 years of experience understanding
of Global Change Delivery Business Transformation Frameworks and best practice techniques with a
good understanding of project lifecycle , Understanding of Project Management principles and
methodologies and its Governance role.
Results-oriented adept in project management and strategic planning while supporting multiple
industries. Dedicated IT professional with career experience delivering excellence in cross-functional
team building and leadership
The 5 Critical Elements to Creating a Project Management Center of ExcellenceFlevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-5-critical-elements-to-creating-a-project-management-centre-of-excellence/
Creating a Project Management Centre of Excellence is the driving force that takes an organization forward to realize their project management mandate. It encompasses the process of creating a strategy for project management, re-shaping the culture to be more focused on the consistency in the management of projects and implementing a project management process.
Creating a Project Management Centre of Excellence
project_management_COEA Centre of Excellence is a business unit that has organization-wide authority. The key elements of a successful Project Management Centre of Excellence include:
Vision and Strategies
A clear vision of what it represents and the strategies to identify how it will reach this vision in the short and long term.
Competencies
The selection of resources based on project competency requirements compared to actual project resource competencies. The identification of coaching, training and other developmental activities to close any competency gap.
Culture
How to re-shape the organizational culture to be more supportive of the consistency in the management of projects.
Processes
The right processes, tools and templates that are helpful and meaningful to project managers and their teams.
Quality
The quality criteria for the project management framework, processes and documents.
1. Create the Vision and Strategies
One approach to creating a vision for the Centre of Excellence is to brainstorm ideas that focus on what the future will look like. Start by creating scenarios that describe what the Centre will be doing 5 years into the future. What are some of the things that they will be doing that reflect a successful Centre of Excellence? What will employees and customers be saying about them? How did they get there?
The outcome of this process is the creation of a vision statement for the Project Management Centre of Excellence. Determine how this vision aligns and supports the organization’s strategic direction.
The alignment of the Centre of Excellence to the goals of the organization is key to driving strategy implementation. Strategies translate this vision into reality. They close the gap between the present and the “ideal” future described in the vision scenarios. These strategies must be described clearly so that the organization understands and accepts them.
Project Executing Processes- Acquiring and Developing the Project Team, Managing the Project Team, Managing Stakeholder Expectations, Directing and Managing the Project while Assuring Quality
KPIs in project management are measurable metrics used to assess project success. They include on-time delivery, budget adherence, scope control, resource efficiency, risk management, quality of deliverables, stakeholder satisfaction, team productivity, issue resolution time, and customer feedback. Monitoring these indicators enables data-driven decisions and ensures project success.
1. Strategic Initiatives
Initiatives undertaken since 2013 include:
Worked toward delivery of services at the expected levels, by review and assessment of
required employee skill sets.
Filled vacancies by recruitment and strategic hiring of staff with the best-fit
qualifications for the changing requirements.
Increased overall staff skill level, for flexibility and to better meet required activities.
Accomplished through attrition and hiring.
Increased team moral and service level by strategic task assignment to employees.
Created learning opportunities.
Enhanced coaching and mentoring of staff members through teamwork and leadership.
Established forum for mutual learning.
Enhanced management-level support to Project Managers by creation of 2 new Program
manager positions.
Developed business case, job description, program charter, and completed staffing
action for new Program.
Eliminated redundant positions
Improved stakeholder communications, including other departments, by creating cross-
functional (matrix) project teams.
Improved efficiency of the design process, by inclusion of project Sponsors and user
groups in design reviews.
Improved communications and planning, by developing and organizing project
management written data capture and reporting.
Improved written contracts with vendors in areas such as improved scope definition,
schedule requirements and incentives, alternate delivery models.
Standardized selection criteria and evaluation procedure for proponent selection.
Contributed toward new procedure.
Worked toward increasing the vendor base, providing better value for the owners.
Re-started the process of Vendor performance reviews.
Increased safety awareness through safety talks, employee training, engaging Safety
department in project planning.
Improved co-ordination of related projects, by using large-scale mapping, scheduling,
and co-ordination meetings.
Standardized and unified the project management process by creating a Process Flow
Chart.
Captured and standardized the most common procedures used by Project Managers,
then developed a Procedures Manual.
2. Clarified roles and responsibilities of the Project Managers and the Project Management
Team Members.
Increased customer service, by hiring, training, and mentoring the needed resource to
effectively handle external customer inquiries, and complaints.
Developed the database used for continuous improvement of Customer Service