This document discusses how collaborative software tools can optimize employee productivity by eliminating wasted time spent searching for documents. It notes that the average knowledge worker spends 15-25% of their time looking for documents. This amounts to nearly 2 hours per day wasted for a 5 person team, totaling 50 hours per week. Implementing a collaborative tool with automated workflows and notifications can save this wasted time by ensuring the right people are notified when a document requires their review or approval. This keeps projects moving efficiently and on schedule.
Four major causes of difficulty in gathering system requirement and business requirements, Reasons projects were
abandoned.Three Generations of System Development:1. Direct Contact 2. Business Analyst 3.Team Based.
Taming The Unpredictable: Real-World Adaptive Case ManagementKeith Swenson
The document discusses the shift from deterministic "push" models of work to non-deterministic "pull" models driven by goals and outcomes. It argues that as knowledge work becomes more important, management needs to move from Newtonian to quantum views that embrace unpredictability. Case management and adaptive case management (ACM) are presented as tools to support goal-driven, event-based work that allows knowledge workers flexibility.
Adaptive Case Management Workshop 2014 - KeynoteKeith Swenson
This is the first talk from the 3rd International Workshop on Adaptive Case Management and Non-Workflow BPM. conference overview at: http://acm2014.blogs.dsv.su.se/
This document provides guidance on selecting a project to improve work processes using Lean principles. It includes an assessment for readers to evaluate opportunities in their work area, and templates to help plan potential projects in areas like 5S, mistake-proofing forms (poka-yoke), understanding customer needs, and implementing meaningful metrics. The templates guide the reader through identifying a scope, building a team, considering timelines and forces for/against change, and planning initial steps. The overall document aims to help readers analyze their work environment and select a project that will maximize productivity and customer satisfaction through applying Lean tools and methods.
The document discusses common issues with software project scheduling. It makes the following key points:
1. Software project schedules often fail due to unrealistic optimism in estimates and a misunderstanding that adding people can shorten timelines.
2. The common unit of "man-month" is misleading because people and time are not interchangeable on complex software projects that require communication.
3. Testing, particularly system-wide testing, often takes much longer than planned and is the most common cause of delays, leading to costly overruns when discovered late.
Adaptive Case Management: Taming Unstructured Process Work for Today’s Knowle...OpenText Global 360
The document discusses how adaptive case management (ACM) can help knowledge workers like Bryan and Jenny deal with unstructured work. It notes that 80% of knowledge work is unstructured. ACM provides a more flexible way for Bryan to build applications to meet the needs of mobile workers like Jenny. It allows Jenny to manage cases and collaborate with colleagues from different locations. ACM gives their manager Tom better visibility into the team's work.
Company A has experienced rapid growth over the past year but is struggling to deliver quality due to inefficient processes that have caused delays of several weeks in setting up new projects; analyzing the work processes revealed gaps in skills, incentives, environment, and motivation among sales, contract, and project staff; addressing these gaps through training, process changes, new roles, and job aids could significantly reduce setup times and restore quality.
How Tampa General Hospital Increased Its Project Success Rate By 11% in 3 Mon...Workfront
The Tampa General Hospital PMO was facing a growing workload of 70 projects in 2013 but was using inefficient tools like Excel and SharePoint. This led to wasted time updating documents and a lack of visibility across projects. After implementing the AtTask work management platform, the PMO saw improved efficiency with all data in one place. Project request processing time dropped significantly. Updates could now be easily shared, freeing up 10% of staff time. As a result, the PMO increased its project success rate by 11% within the first 3 months of using AtTask.
Four major causes of difficulty in gathering system requirement and business requirements, Reasons projects were
abandoned.Three Generations of System Development:1. Direct Contact 2. Business Analyst 3.Team Based.
Taming The Unpredictable: Real-World Adaptive Case ManagementKeith Swenson
The document discusses the shift from deterministic "push" models of work to non-deterministic "pull" models driven by goals and outcomes. It argues that as knowledge work becomes more important, management needs to move from Newtonian to quantum views that embrace unpredictability. Case management and adaptive case management (ACM) are presented as tools to support goal-driven, event-based work that allows knowledge workers flexibility.
Adaptive Case Management Workshop 2014 - KeynoteKeith Swenson
This is the first talk from the 3rd International Workshop on Adaptive Case Management and Non-Workflow BPM. conference overview at: http://acm2014.blogs.dsv.su.se/
This document provides guidance on selecting a project to improve work processes using Lean principles. It includes an assessment for readers to evaluate opportunities in their work area, and templates to help plan potential projects in areas like 5S, mistake-proofing forms (poka-yoke), understanding customer needs, and implementing meaningful metrics. The templates guide the reader through identifying a scope, building a team, considering timelines and forces for/against change, and planning initial steps. The overall document aims to help readers analyze their work environment and select a project that will maximize productivity and customer satisfaction through applying Lean tools and methods.
The document discusses common issues with software project scheduling. It makes the following key points:
1. Software project schedules often fail due to unrealistic optimism in estimates and a misunderstanding that adding people can shorten timelines.
2. The common unit of "man-month" is misleading because people and time are not interchangeable on complex software projects that require communication.
3. Testing, particularly system-wide testing, often takes much longer than planned and is the most common cause of delays, leading to costly overruns when discovered late.
Adaptive Case Management: Taming Unstructured Process Work for Today’s Knowle...OpenText Global 360
The document discusses how adaptive case management (ACM) can help knowledge workers like Bryan and Jenny deal with unstructured work. It notes that 80% of knowledge work is unstructured. ACM provides a more flexible way for Bryan to build applications to meet the needs of mobile workers like Jenny. It allows Jenny to manage cases and collaborate with colleagues from different locations. ACM gives their manager Tom better visibility into the team's work.
Company A has experienced rapid growth over the past year but is struggling to deliver quality due to inefficient processes that have caused delays of several weeks in setting up new projects; analyzing the work processes revealed gaps in skills, incentives, environment, and motivation among sales, contract, and project staff; addressing these gaps through training, process changes, new roles, and job aids could significantly reduce setup times and restore quality.
How Tampa General Hospital Increased Its Project Success Rate By 11% in 3 Mon...Workfront
The Tampa General Hospital PMO was facing a growing workload of 70 projects in 2013 but was using inefficient tools like Excel and SharePoint. This led to wasted time updating documents and a lack of visibility across projects. After implementing the AtTask work management platform, the PMO saw improved efficiency with all data in one place. Project request processing time dropped significantly. Updates could now be easily shared, freeing up 10% of staff time. As a result, the PMO increased its project success rate by 11% within the first 3 months of using AtTask.
Mastering the Unpredictable - Improving Knowledge WorkAdaPro GmbH
The well-known management expert Peter F. Drucker said that knowledge worker productivity is the most important value of companies of the 21st Century. More and more companies are realizing that better support for knowledge work is the key factor to create unique value.
Adaptive case management as method and technology to manage unpredictable knowledge worker processes is challenging the status quo to fill this gap. Traditional process management does not fit for knowledge workers, because it is too inflexible. It is like a virtual assembly line. Adaptive Case Management, however, opens the world of ad-hoc workflows and autonomous decisions to process management and thus achieve productivity of knowledge work.
Details: http://www.semigator.de/schulungen/Adaptive-Case-Management-On-Demand-Videos-1403025-0
A Practical Guide to Rapid ITSM as a Foundation for Overall Business AgilityDana Gardner
This document summarizes a podcast discussion on how rapidly advancing IT service management (ITSM) capabilities can improve IT performance and enable business agility.
The panelists discuss how traditional long IT project timelines no longer meet business needs, and how new ITSM technologies and methods allow for more rapid ITSM adoption. Rapid ITSM implementation using out-of-the-box configurations from SaaS solutions can establish best practices faster than custom approaches. However, data quality issues and unclear requirements can hinder speed. Adopting true agile principles and focusing on business needs rather than desired features helps overcome barriers to rapid ITSM.
Jim Proce May 2019 APWA Reporter - Smart MetersJim Proce
Looking to implement smart meter technology as a cost containment issue and innovation in your city? This article explores the pitfalls and challenges you can expect to encounter and how to navigate them. The same strategies can apply to other technology implementations so check it out and let me know what you think!
City of Lakeland - Rapid Process Improvement - Pension ClaimsJennifer Kerr, MBA
The document outlines the charter and plan for a rapid process improvement team focused on streamlining the retirement benefit claims process, which currently involves inefficient and error-prone manual data entry across multiple systems. The team identified 30 barriers to efficient processing and developed 12 solutions, such as centralizing forms and reports, developing templates and macros to automate calculations, and implementing internal tracking to ensure all staff can provide immediate customer service. The implementation plan assigns accountability for the solutions and outlines communication and future improvement plans.
How To Make Your Day Last Longer: Time Management in Marketing Projects Alek Kowalczyk
For all marketing people who suffer from procrastination and too short day. For all who believe they manage their time perfectly, but appear to be often late, stressed or not having control when talking to the customer.
Check out the presentation! It describes simple techniques, tools and competences helping to efficiently manage time in your marketing projects and achieve successes. These techniques can be very helpful and aligned with marketers' creative souls.
By Alex Kowalczyk, creator of http://www.foxytasks.com - simple project management for creative people
This document discusses adapting to case management and the challenges of predefined processes, constant change, and fitting business needs into process models. It proposes adapting by:
1) Predefining only necessary/repeatable aspects and giving guidance for unpredictable work.
2) Empowering users to adjust solutions for ad hoc work and change over time.
3) Moving beyond only process maps to identify core business entities and describe relationships to provide a foundation for various solutions.
Adopting adaptive case management strategies can be successful by centering on describing a business in its own terms rather than changing how the business thinks. The tool then adapts to fit the business needs.
The document describes a method called Visual Process Discovery for organizing work into systems to increase efficiency. It involves:
1. Mapping responsibilities to identify processes
2. Defining inputs, outputs, and processes using diagrams
3. Iteratively improving processes by documenting steps with flowcharts
The goal is to standardize work into predictable, trainable systems that make communication and problem-solving easier.
1) The VP of Process Improvement at Big Electronics Corp. explains that while manufacturing process improvements have been very successful, yielding significant gains, their efforts to improve product engineering have failed despite trying many different tools and consultants.
2) In a meeting with the CEO, he outlines the rules of his successful manufacturing process improvement approach, including not adding people, having stretch throughput objectives to be met in under two years, and providing resources but doubling throughput requirements after two years. However, these same tactics have not worked for product engineering.
3) The consultant is now meeting with product development engineers to understand the dynamics of their process and how to design sustainable improvement programs.
The document describes several tools developed by the author to help optimize various business processes at their company. The tools include templates for tracking employee workload and performance, project timelines, design reviews, new hire training, and travel budget planning. The tools aimed to bring structure, standardization, and analytics to improve processes like resource planning, supplier evaluations, and monitoring metrics and milestones.
The document discusses how cloud computing can help organizations better manage their technology and align it with their mission and goals. It describes the five stages of IT alignment from chaotic to value-driven and explains how cloud computing can help organizations skip early stages and move directly to providing better service. Cloud computing provides on-demand access to shared computing resources and applications over the internet, reducing costs while improving flexibility, scalability and access.
1) The document discusses using digital technologies to improve the assessment and feedback process for a games technology course, eliminating paper-based submissions and marking.
2) An initial case study found digital marking to be easier and quicker than traditional paper-based methods. Various submission and marking platforms were trialled, with Turnitin and Blackboard's Grade Center working best.
3) Devices for digital marking proved problematic due to file compatibility and screen size issues, though some were useful. Spreadsheets in Grade Center provided consistency in marking and feedback.
Tom Shepherd discusses challenges with traditional case management approaches and how adaptive case management addresses these. Traditional approaches struggle to predict all scenarios and force fit work into rigid processes. Adaptive case management focuses on the key entities, allows customization, and gives users tools to collaboratively handle unpredictable work. It represents a shift from predefined processes to empowering users to adapt solutions to constant changes in work.
This document discusses various tools for deploying Windows 7 and Office 2010, including MDT, WDS, MAP, ACT, and SCCM. It explains what each tool is used for, such as MAP for inventorying systems and ACT for testing application compatibility. The document then discusses challenges of the deployment like migrating users and applications to the new systems. It provides recommendations on using tools like MDT and hard link migration to automate much of the process and minimize downtime for users.
Use Case Engage: Establish a creative environmentMetasonicAG
This document discusses the challenges of communication and collaboration between a company's IT and business departments. It notes that business departments often want faster implementation of requests but IT has resource constraints. There is also a gap between the perspectives of IT and the business units. The document proposes that establishing a common language and culture through a tool like Metasonic can help increase performance by enabling business users to develop their own applications, get quicker feedback, and ensure IT fully understands requirements. This would allow for faster implementation of changes and higher employee motivation.
Weather happens. Gas leaks happen. Even flu pandemics happen. And sometimes these unpredictable workplace disruptions prevent us from getting to the office. If we're without a plan, what do we do?
Being proactive and having an at-hand plan of action will prepare you to successfully meet the challenges of working when emergency telecommuting is required.
This comprehensive emergency telecommuting guide provides critical information and just-in-time solutions for those who find themselves unexpectedly working from a distance.
Learn more about our telework solutions:
Online Meetings: http://gotomeeting.com
Remote Access: http://gotomypc.com
And more: http://citrixonline.com
The document discusses various tips for improving productivity, including creating daily goals, using visuals to condense information, checking online time usage, prioritizing emails, scheduling phone calls and meetings, clearing clutter, replacing broken equipment, using reference sheets, and setting work limits.
This document provides an overview of conducting an audit of an e-business to evaluate its security, performance, and overall health. It outlines key areas to examine, including response time, security practices, network configuration, and development processes. The audit aims to identify any issues and make recommendations for improvement. Sample diagrams and checklists are provided to help structure the audit. The goal is to ensure the e-business is operating securely and meeting customer needs.
Time Management Secrets & Red Flags for Productivity and Avoid ProcrastinationOrangescrum
If you’re currently using a time tracking tool that hasn’t reaped you the desired fruits as yet, it’s time to watch out for some Red Flags on Time Tracking practices that could be crushing your productivity.
Breaking Through the Roadblocks of a New ELM Implementation eBookJason Emanis
The document discusses common roadblocks that can derail an Enterprise Legal Management (ELM) software adoption project and provides best practices for avoiding them. It identifies 8 common roadblocks: 1) allowing a random go-live date to drive the project timeline, 2) failing to understand internal and external inputs, 3) lacking clear leadership and direction, 4) being unwilling to change processes, 5) failing to communicate effectively, 6) selecting the wrong software or implementation partner, 7) not taking ownership of the project after go-live, and 8) failing to consider reporting and data needs. The best practices emphasize understanding requirements before setting timelines, effective communication, selecting trusted advisors, embracing change, and ensuring proper ownership after implementation
The document argues that documentation, though often seen as a waste of time and money, is actually an investment that saves both. Minimal but effective documentation, such as data diagrams, screen flows, and mockups, can significantly reduce development time by clarifying requirements and preventing incorrect assumptions. While creating documentation takes some effort, it ensures the final product meets expectations and avoids costly reworks, making it worthwhile except for the smallest of projects.
The document discusses using SharePoint for project management. It outlines some of the pain points project managers face like spending too much time in meetings and emails. SharePoint can help by providing a central place for project information, documents, tasks and reporting. This allows for better collaboration and productivity. Implementing SharePoint correctly can save project managers 30 minutes per day by reducing time spent searching for information.
Mastering the Unpredictable - Improving Knowledge WorkAdaPro GmbH
The well-known management expert Peter F. Drucker said that knowledge worker productivity is the most important value of companies of the 21st Century. More and more companies are realizing that better support for knowledge work is the key factor to create unique value.
Adaptive case management as method and technology to manage unpredictable knowledge worker processes is challenging the status quo to fill this gap. Traditional process management does not fit for knowledge workers, because it is too inflexible. It is like a virtual assembly line. Adaptive Case Management, however, opens the world of ad-hoc workflows and autonomous decisions to process management and thus achieve productivity of knowledge work.
Details: http://www.semigator.de/schulungen/Adaptive-Case-Management-On-Demand-Videos-1403025-0
A Practical Guide to Rapid ITSM as a Foundation for Overall Business AgilityDana Gardner
This document summarizes a podcast discussion on how rapidly advancing IT service management (ITSM) capabilities can improve IT performance and enable business agility.
The panelists discuss how traditional long IT project timelines no longer meet business needs, and how new ITSM technologies and methods allow for more rapid ITSM adoption. Rapid ITSM implementation using out-of-the-box configurations from SaaS solutions can establish best practices faster than custom approaches. However, data quality issues and unclear requirements can hinder speed. Adopting true agile principles and focusing on business needs rather than desired features helps overcome barriers to rapid ITSM.
Jim Proce May 2019 APWA Reporter - Smart MetersJim Proce
Looking to implement smart meter technology as a cost containment issue and innovation in your city? This article explores the pitfalls and challenges you can expect to encounter and how to navigate them. The same strategies can apply to other technology implementations so check it out and let me know what you think!
City of Lakeland - Rapid Process Improvement - Pension ClaimsJennifer Kerr, MBA
The document outlines the charter and plan for a rapid process improvement team focused on streamlining the retirement benefit claims process, which currently involves inefficient and error-prone manual data entry across multiple systems. The team identified 30 barriers to efficient processing and developed 12 solutions, such as centralizing forms and reports, developing templates and macros to automate calculations, and implementing internal tracking to ensure all staff can provide immediate customer service. The implementation plan assigns accountability for the solutions and outlines communication and future improvement plans.
How To Make Your Day Last Longer: Time Management in Marketing Projects Alek Kowalczyk
For all marketing people who suffer from procrastination and too short day. For all who believe they manage their time perfectly, but appear to be often late, stressed or not having control when talking to the customer.
Check out the presentation! It describes simple techniques, tools and competences helping to efficiently manage time in your marketing projects and achieve successes. These techniques can be very helpful and aligned with marketers' creative souls.
By Alex Kowalczyk, creator of http://www.foxytasks.com - simple project management for creative people
This document discusses adapting to case management and the challenges of predefined processes, constant change, and fitting business needs into process models. It proposes adapting by:
1) Predefining only necessary/repeatable aspects and giving guidance for unpredictable work.
2) Empowering users to adjust solutions for ad hoc work and change over time.
3) Moving beyond only process maps to identify core business entities and describe relationships to provide a foundation for various solutions.
Adopting adaptive case management strategies can be successful by centering on describing a business in its own terms rather than changing how the business thinks. The tool then adapts to fit the business needs.
The document describes a method called Visual Process Discovery for organizing work into systems to increase efficiency. It involves:
1. Mapping responsibilities to identify processes
2. Defining inputs, outputs, and processes using diagrams
3. Iteratively improving processes by documenting steps with flowcharts
The goal is to standardize work into predictable, trainable systems that make communication and problem-solving easier.
1) The VP of Process Improvement at Big Electronics Corp. explains that while manufacturing process improvements have been very successful, yielding significant gains, their efforts to improve product engineering have failed despite trying many different tools and consultants.
2) In a meeting with the CEO, he outlines the rules of his successful manufacturing process improvement approach, including not adding people, having stretch throughput objectives to be met in under two years, and providing resources but doubling throughput requirements after two years. However, these same tactics have not worked for product engineering.
3) The consultant is now meeting with product development engineers to understand the dynamics of their process and how to design sustainable improvement programs.
The document describes several tools developed by the author to help optimize various business processes at their company. The tools include templates for tracking employee workload and performance, project timelines, design reviews, new hire training, and travel budget planning. The tools aimed to bring structure, standardization, and analytics to improve processes like resource planning, supplier evaluations, and monitoring metrics and milestones.
The document discusses how cloud computing can help organizations better manage their technology and align it with their mission and goals. It describes the five stages of IT alignment from chaotic to value-driven and explains how cloud computing can help organizations skip early stages and move directly to providing better service. Cloud computing provides on-demand access to shared computing resources and applications over the internet, reducing costs while improving flexibility, scalability and access.
1) The document discusses using digital technologies to improve the assessment and feedback process for a games technology course, eliminating paper-based submissions and marking.
2) An initial case study found digital marking to be easier and quicker than traditional paper-based methods. Various submission and marking platforms were trialled, with Turnitin and Blackboard's Grade Center working best.
3) Devices for digital marking proved problematic due to file compatibility and screen size issues, though some were useful. Spreadsheets in Grade Center provided consistency in marking and feedback.
Tom Shepherd discusses challenges with traditional case management approaches and how adaptive case management addresses these. Traditional approaches struggle to predict all scenarios and force fit work into rigid processes. Adaptive case management focuses on the key entities, allows customization, and gives users tools to collaboratively handle unpredictable work. It represents a shift from predefined processes to empowering users to adapt solutions to constant changes in work.
This document discusses various tools for deploying Windows 7 and Office 2010, including MDT, WDS, MAP, ACT, and SCCM. It explains what each tool is used for, such as MAP for inventorying systems and ACT for testing application compatibility. The document then discusses challenges of the deployment like migrating users and applications to the new systems. It provides recommendations on using tools like MDT and hard link migration to automate much of the process and minimize downtime for users.
Use Case Engage: Establish a creative environmentMetasonicAG
This document discusses the challenges of communication and collaboration between a company's IT and business departments. It notes that business departments often want faster implementation of requests but IT has resource constraints. There is also a gap between the perspectives of IT and the business units. The document proposes that establishing a common language and culture through a tool like Metasonic can help increase performance by enabling business users to develop their own applications, get quicker feedback, and ensure IT fully understands requirements. This would allow for faster implementation of changes and higher employee motivation.
Weather happens. Gas leaks happen. Even flu pandemics happen. And sometimes these unpredictable workplace disruptions prevent us from getting to the office. If we're without a plan, what do we do?
Being proactive and having an at-hand plan of action will prepare you to successfully meet the challenges of working when emergency telecommuting is required.
This comprehensive emergency telecommuting guide provides critical information and just-in-time solutions for those who find themselves unexpectedly working from a distance.
Learn more about our telework solutions:
Online Meetings: http://gotomeeting.com
Remote Access: http://gotomypc.com
And more: http://citrixonline.com
The document discusses various tips for improving productivity, including creating daily goals, using visuals to condense information, checking online time usage, prioritizing emails, scheduling phone calls and meetings, clearing clutter, replacing broken equipment, using reference sheets, and setting work limits.
This document provides an overview of conducting an audit of an e-business to evaluate its security, performance, and overall health. It outlines key areas to examine, including response time, security practices, network configuration, and development processes. The audit aims to identify any issues and make recommendations for improvement. Sample diagrams and checklists are provided to help structure the audit. The goal is to ensure the e-business is operating securely and meeting customer needs.
Time Management Secrets & Red Flags for Productivity and Avoid ProcrastinationOrangescrum
If you’re currently using a time tracking tool that hasn’t reaped you the desired fruits as yet, it’s time to watch out for some Red Flags on Time Tracking practices that could be crushing your productivity.
Breaking Through the Roadblocks of a New ELM Implementation eBookJason Emanis
The document discusses common roadblocks that can derail an Enterprise Legal Management (ELM) software adoption project and provides best practices for avoiding them. It identifies 8 common roadblocks: 1) allowing a random go-live date to drive the project timeline, 2) failing to understand internal and external inputs, 3) lacking clear leadership and direction, 4) being unwilling to change processes, 5) failing to communicate effectively, 6) selecting the wrong software or implementation partner, 7) not taking ownership of the project after go-live, and 8) failing to consider reporting and data needs. The best practices emphasize understanding requirements before setting timelines, effective communication, selecting trusted advisors, embracing change, and ensuring proper ownership after implementation
The document argues that documentation, though often seen as a waste of time and money, is actually an investment that saves both. Minimal but effective documentation, such as data diagrams, screen flows, and mockups, can significantly reduce development time by clarifying requirements and preventing incorrect assumptions. While creating documentation takes some effort, it ensures the final product meets expectations and avoids costly reworks, making it worthwhile except for the smallest of projects.
The document discusses using SharePoint for project management. It outlines some of the pain points project managers face like spending too much time in meetings and emails. SharePoint can help by providing a central place for project information, documents, tasks and reporting. This allows for better collaboration and productivity. Implementing SharePoint correctly can save project managers 30 minutes per day by reducing time spent searching for information.
The document discusses using SharePoint for project management. It outlines some of the pain points project managers face like spending too much time in meetings and emails. SharePoint can help by providing a central place for project information, documents, tasks and reporting. This allows for better collaboration and productivity. Implementing SharePoint correctly can save project managers 30 minutes per day by reducing time spent searching for information.
The document discusses using SharePoint for project management. It outlines some of the pain points project managers face like spending too much time in meetings and emails. SharePoint can help by providing a central place for project information, documents, tasks and reporting. This allows for better collaboration and productivity. The presentation reviews how SharePoint enables easier project planning, resource management and reporting compared to traditional methods. It argues SharePoint can save project managers 30 minutes per day by streamlining access to project information.
Here are the key points I gathered from your introduction:
- You have experience initiating and participating in process improvement projects at your company.
- You see project management as a broad term that can apply to any effort to implement change or improvement.
- One of the largest projects you managed was a Greenbelt (PMP) project to streamline communication between engineering and manufacturing regarding change orders.
- As the bill of materials specialist with 8+ years experience, you were the first point of contact for change orders, making you well-suited to participate in this project.
- The goal of the project was to eliminate email correspondence and create a more efficient form of communication for change orders.
- As someone
Keene Systems latest whitepaper release simplifies the process of planning a software project by comparing it with the phases of building a house. To simplify it even further, Keene also developed a clever infographic that visually walks the viewer through the 10 step process with a conversation between a construction worker and a programmer.
HDMZ is a digital marketing agency that was using multiple disparate tools like Outlook, QuickBooks, Salesforce, MS Projects, and Basecamp. This created challenges around integration, transparency, project management, and time tracking. HDMZ implemented the AffinityLive PSA which integrated all functions into a single system. This allowed project managers to track project status and budgets, developers to easily log work time against tasks, and operations to quickly generate accurate invoices from captured emails and meetings. The new system reduced invoicing time from 10 to 2 days and increased transparency around resource allocation and project profitability.
Project workflow management requires a ton of documentation. From establishing the desired result and project goals, to determining an accurate deadline, it’s important work. And if you don’t do it right, it costs your business in time and money. But you’re not just gambling with your business’s time and money. You’ve also got to consider your most important asset – your employees. Inefficient project workflow management will have a negative impact on your employee morale. This is certainly something you don’t want to potentially flush down the drain. So, how can you get project management right? DOCUMENTATION. Breaking down your project with workflow documentation will help you get the bigger picture of your project and all variables involved in its completion. We love finding how work can be compartmentalized into a workflow for a streamlined experience, and we’re going to show you how you can do that with your project management.
Project workflow management involves documenting all the tasks, tools, responsibilities, and processes involved in a project from start to finish. This includes creating a standardized template that lists out each step, the resources needed, and who is responsible for each task. Implementing project workflow management provides benefits like completed tasks following standards, increased project visibility, reduced errors and risks, and standardized processes across departments. Software can help automate workflows and provide a centralized place to store all project documentation for increased organization, accountability and productivity.
The document discusses the principles of agile development as outlined in the Agile Manifesto. It describes how agile values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, contracts, and plans. It then provides details on 11 key principles of agile development including delivering frequently to gain early customer feedback, adapting to changing requirements, maintaining a constant development pace, and allowing self-organizing teams. The overall goal of agile is to satisfy customers through early and continuous delivery of working software.
Remote Work Software for Teams Everywhere QuekelsBaro
Remote Collaboration Software for Teams Everywhere. Overseeing a remote team doesn’t have to be like herding cats. Organize, manage, and track your team’s progress with Process Street!
This document provides a summary of marketing work management software. It discusses how marketing teams currently face work chaos due to constant interruptions, shifting priorities, and heavy workloads. It then outlines signs that a marketing team needs a new way to manage work, such as using disconnected tools, having disconnected teams and processes, and experiencing low productivity and lack of credibility. The document also analyzes common project management, social, and task management tools and why they only provide partial solutions to managing the entire marketing work lifecycle. It concludes by providing a checklist for comparing different work management software options based on key features like centralized request management, work prioritization, work planning, work assignments and more.
The document describes the development of a web application for an online newspaper. It discusses the objectives, which are to provide daily news, breaking news, and make information easily accessible to people. It also covers the technologies used like PHP, MySQL, CSS, and the development models of waterfall and prototyping. Data gathering and analysis are explained as important parts of the initial analysis phase of the project.
Morse.io is an email app platform that displays contextual information from other applications next to emails. This helps users understand relationships with people in their inbox by showing shared meetings, projects, and other updates. Users can install apps in under 2 minutes that sync with tools like Google Calendar and Basecamp to surface critical info without leaving email. Morse.io also makes it easy for developers to build these contextual email apps within minutes.
Five common sense time management mistakes in project accounting — and tips t...williamsjohnseoexperts
The document discusses five common mistakes made in project accounting and time management. [1] It argues that tracking time is important for measuring productivity and costs. [2] It says that any system will not work and an easy-to-use system is needed for accurate tracking. [3] It notes the importance of tracking all time and expenses, even those not directly related to projects. [4] It emphasizes making systems simple to use but still robust. [5] Finally, it stresses the importance of consistently reviewing and acting on the tracked data.
2011 06 15 velocity conf from visible ops to dev ops finalGene Kim
My presentation called "Creating the Dev/Test/PM/Ops Supertribe: From Visible Ops To DevOps"
2011 Velocity Conference:
http://velocityconf.com/velocity2011/public/schedule/detail/21123
Rejuvenating Agile Operations By Putting Lead And Cycle Time Front And Centre.Zan Kavtaskin
Agile methodologies such as Scrum, Extreme Programming and DSDM emerged in the 1990s and most of them were inspired by the Lean Manufacturing movement. While Lean Manufacturing focuses on increasing value and reducing cycle time, work in progress and lead time, Agile methodologies tend to focus on methods. Over the past few decades these methods became dogmatic, businesses struggle to align these methods with their goals and practitioners become disenchanted when they run out of Agile methods to increase delivery speed.
During this presentation Zan will present some of his research and show how it is possible to amalgamate Agile methods, Lean Manufacturing and Data Science to get your business back on track.
See the full analysis here:
https://medium.com/@zankavtaskin/list/research-rejuvenating-agile-operations-by-putting-lead-and-cycle-time-front-and-centre-766cc7993007
Tapping Your Inner CEO: Management Tips to Stay on Budget and DeadlineKim Schroeder
This document discusses business principles and best practices for managing digitization projects and staying on budget. It emphasizes the importance of understanding costs, tracking staff time, evaluating workflows, and incorporating feedback to improve efficiency. Business tools like budgets, time tracking, and data analysis can help archives complete projects on time and on budget while maintaining quality. Regular evaluation of metrics helps identify issues early and make adjustments to workflows before projects fall behind schedule or go over budget.
Home builders are facing challenges due to the downturn in the housing market and are cutting costs, including IT spending. However, scheduling software can help builders complete more homes with fewer resources by automating tasks like communication between teams and updating schedules when changes are made. While initial costs may be high, scheduling software saves money in the long run through increased efficiency and accuracy. The document discusses how scheduling software from onProject addresses builders' needs through collaborative scheduling tools and reports that save time compared to manual methods. It argues that even during downturns, software pays for itself and helps builders survive difficult markets.
Similar to Waste Not Want Not Best Practice Guide (20)
1. BEST PRACTICES GUIDE
Waste Not, Want Not –
Optimize Employee Productivity
Through Collaborative Software Tools
for Document Control and Workflow
2. Waste Not, Want Not
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According to an International Data Corporation (IDC)
whitepaper, the average knowledge worker spends
15-25% of his/her time looking for documents.1
That
means that in an eight-hour day, that worker spends
nearly two hours each day day looking for information.
For a five person team, that’s 50 hours a week wasted to
chase down documents. Consider if each team member
got back just one hour of that time every day, the team
regains 25 hours a week. Imagine how that time could
be more productively spent by effectively planning,
anticipating and coordinating – rather than searching,
chasing, and hunting. There has been a big effort across
the construction industry in the past few years to
eliminate waste for better efficiency and productivity.
Spending 50 hours a week to chase documents? That’s
wasteful on a colossal level!
A Common Scenario
Let’s put this problem into a more financial perspective
with a simple example involving curtainwall
prefabrication.
It’s obviously important to get the glass on a building
so interior work can commence without issues like
water intrusion. It may take 6-12 months to fabricate
and manufacture the glass and it’s critical to stay on
schedule with every day being productive. What if a
submittal just sat in your information sharing system
(for example, SharePoint or Dropbox) for two weeks?
Nobody was aware that the sub uploaded it! Without
a built-in workflow engine, notifications are not
automatically generated – so there, in secret, it sits.
It’s 3 AM: Do you know where your documents are??
Trying to track down project information in order to keep the project moving on
schedule can be a daunting task; it’s also a chase that takes a lot of time. Whether
you’re dealing with electronic files, hard copy documents, or a combination of both, the
hunt for information is a challenge facing many construction professionals. It’s likely
that someone in your organization (perhaps you) has considered questions like these:
• Who is currently reviewing the latest set of drawings or submittals? Who needs to
process them next?
• How do I ensure my subs are using the most current set of plans?
• Can I easily find a record of all the changes that were made to any given document?
These common questions have answers and a solution is available to contractors
seeking to reduce or better yet, eliminate the issues altogether.
1
“The Hidden Cost of Not Finding the Right Information.” Susan Feldman and Chris Sherman. IDC. 2001.
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Let’s see this story unfold … so now Dan, the Project
Manager, realizes he doesn’t have the submittal and
starts asking his Assistant Project Manager, Susan,
where it is since it was due two weeks ago. Susan has
no idea because it hasn’t been sent to her. She now
starts searching and combing through her emails, in her
Dropbox account, and in their project SharePoint site.
Eventually Susan finds it and realizes it was uploaded
by the sub two weeks ago. So now Susan has to go to
her boss and explain that the submittal was uploaded
on time but since she never received notification of its
submission and she never checked the system for it, it
just sat there for two weeks untouched. Sorry, this one’s
not a happy ending.
Does it sound familiar? Having to constantly check a
system for new information is a waste of time. Losing
weeks as something sits in the dark is rotten. A mad
dash hunting for a document at a deadline is chaos. All
wasted time with lots of frustration mixed in. So how
can this be fixed?
Businesses that were exhausted living that wasteful
scenario have moved to a solution like Viewpoint For
Projects that includes workflow processes for document
reviews such submittals. So Susan comes into work at 7
a.m. and at 7:30 she receives an email letting her know
that there is a new submittal that needs to be processed.
From that notification, she accesses the submittal,
performs her review, and then passes the item on to the
Design Team for further review and processing. All of this
takes place automatically through the system for every
stage of the review process. At each of these stages (built
according to your firm’s or client’s needs), any time a
document moves from one stage to another there’s a time
limit and if no appropriate action is taken, the document
automatically moves on.
Having to constantly check a system
for new information is a waste of time.
Losing weeks as something sits in the
dark is rotten. A mad dash hunting for
a document at a deadline is chaos.
Figure 1. Example of a workflow diagram in Viewpoint For Projects.
Figure 2. Example of a workflow notification in Viewpoint For Projects.
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So, instead of being reactive and wasting time
searching for documents she believes are past
due, Susan can now be proactive:
• View when a submittal is approaching its
due date
• Send reminders to the sub about the
required submittal
• Know exactly when it’s been uploaded
when she receives the automatic system
notification
You’ve Got Mail…Lots of Mail
So that scenario illustrates how a workflow
engine like that found in Viewpoint For Projects
can help eliminate time-wasting document
chasing by sending instant notifications to appropriate
stakeholders for review and processing.
You may agree that efficiency sounds great, but could be
thinking “I get hundreds of emails a day. The last thing I
need is a bunch of system notifications flooding my email
inbox!” An understandable reaction. Project teams have
enough day-to-day email to sort through without a batch
of notifications dumped to the inbox. Let’s demonstrate
an alternative solution by considering what a typical day
would look like for our assistant project manager, Susan.
Susan’s day at work begins with starting up her computer,
checking her emails, reviewing various Excel spreadsheets
for deliverables, and looking through her sticky notes of
to-do tasks. Using a variety of methods and systems, she
strives to keep up with all her responsibilities. It involves
quite a bit of juggling with room for error. Managing a
workload in this fashion can lead to a hectic day and
cause unnecessary stress and anxiety, as well as potential
for oversight, miscommunication, and costly mistakes.
Eradicate those issues by using a solution like Viewpoint
For Projects that provides a single location for access to all
tasks and documents that require your attention or review.
The “My Inbox” area essentially creates your to-do list for
you, putting items requiring your action and awaiting your
approval in your line of vision and at your fingertips.
You Can’t Spell Wait without IT
For many construction organizations, any document
control or collaboration solutions deployed on a project
are administered by someone in the company’s IT
department or by an internal software administer
responsible for handling all company projects in addition
to other responsibilities. In such cases, project teams
are typically required to submit an IT ticket in order to
have any needed adjustments made to their project
environment – things like giving access to a new
subcontractor, making adjustments to workflows, adding
new folders to the project directory. In candid speak: you
are at the mercy of that administrator and will have to
wait hours or days in order to see your needs met.
Managing time is critical to a project’s success. Project
managers can’t afford to wait for changes or additions
they need made; delays could place a serious damper
on productivity and overall success. The alternative to
waiting could involve ‘going rogue’ with PMs downloading
files directly, which could involve using unsecured
Figure 3. Example of an action item list in Viewpoint For Projects.
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THINKING OUTSIDE OF THE ‘IN’BOX
Email may be named a necessary evil. It’s an absolute
necessity to business communication, and for many it’s an
essential tool for personal communication, too. Many also
consider it a time-sucking burden. Love it or hate it, we’re
stuck with it. Indeed, contractors and their external team
members rely on email as the de facto tool for all project
communication and collaboration. Everyone on a project
has an email account and messages can be delivered
almost seamlessly regardless of email client.
However, social media consultant Su Butcher recently
raised the issue of email and its use as a communication
tool in construction: “With project teams scattered across
your country (or the world for that matter) and fewer
opportunities for face-to-face meetings as our workload
gets ever more challenging, we need communications
tools that help, rather than hinder, the smooth process of
decision-making. Email just doesn’t cut it.”2
While she goes on to acknowledge email’s benefits
– stability, ubiquity, relatively private – Butcher also
emphasizes its drawbacks:
• Complete lack of any reliable audit trail (though many
pretend there is);
• The tendency of people to send emails to absolve
themselves of responsibility, instead of solving
whatever the problem is;
• A constant and unremitting drain on time and energy;
• Spam. Some are so busy doing proper work that they
never read their emails, which means that other people
are wasting hours and hours of their time and resource
composing long treatise which will never be read.3
These observed issues bring us to another point; too
often, email serves as a proxy for managing tasks.
Alexandra Samuel, online engagement expert and author,
contributed to the Harvard Business Review about the
problems this substitution can create:
“If you’re conflating email and task management, then the
job of simply communicating – reading and replying to
your messages – gets bogged down by all the emails you
leave sitting in your inbox simply so you won’t forget to
address them. This approach also makes managing your
to-do-list problematic: when you need to quickly identify
the right task to take on next, nothing slows you down like
diving into your inbox to scroll through old messages. The
reason so many of us fall into the trap of conflating email
and task management is that email is inextricable from
much of what we do in work and in life: many of our tasks
arrive in the form of email messages, and many other
tasks require reading or sending emails as part of getting
that work done.”4
As the experts have indicated, email is an indispensable
part of daily communication; without it construction
projects would invariably come to a screeching halt. But
email clearly lacks many of the attributes that a true
collaboration solution can provide, including audit trail,
file size capacity, open access to external stakeholders,
and Meta search capabilities.
2
Butcher, Su. “Killing Off Email.” The B1M Mail, Issue 4. http://www.theb1m.com/pdfs/The-B1M-Mail-Issue-4.pdf
3
Ibid.
4
Samuel, Alexandra. “Stop Using Your Inbox as a To-Do List.” Harvard Business Review. March 7, 2014.