Workflow Improvement
•
0 likes•135 views
The document outlines a 5-phase workflow assessment process to evaluate current workflows, costs, and IT infrastructure and design improved processes. It involves collecting current cost and workflow data, analyzing issues with existing systems, planning the new workflow by defining requirements and tools, implementing the new designed process, and optimizing the process ongoing. The goal is to establish the potential payback and ROI of investments in workflow improvements by understanding operational costs and inefficiencies of current paper-based and manual processes.
Report
Share
Report
Share
Recommended
PMP Training Project Cost Management Part 1
As a part of PMP training here are the slides of project cost management part 1 presented by Skillogic Knowledge Solutions.
If you are looking for PMP training in Chennai, Bangalore, Delhi, Pune, Hyderabad and Mumbai, visit Skillogic.
Value Stream Mapping (VSM) Poster
The Value Stream Mapping (VSM) Poster describes the four key phases of managing a value stream mapping project in an organization. The poster comes in two themes: color and monochrome. Formatted in PDF, the poster can be easily printed on an A3-sized paper.
The VSM Poster complements the 'Value Stream Mapping' training presentation materials. It is an effective tool that can be printed and distributed to attendees of your VSM workshop session. It serves as a takeaway and summary of your VSM presentation.
The VSM Poster describes the four main phases of value stream mapping activities:
1. DEFINE PRODUCT FAMILY
Prepare for the value stream mapping activity; define the value stream mapping charter, including objective, scope and product family.
1.1 Define and scope problem
1.2 Pick product family
1.3 Determine value stream mapping objective and benefits
1.4 Create value stream mapping project charter
2. DOCUMENT CURRENT STATE
Document the current state so as to gain a deep understanding about your current work systems and the related barriers to delivering value.
2.1 Map current state value stream
2.2 Quantify current state value stream performance
2.3 Analyze and identify improvement opportunities
3. DESIGN FUTURE STATE
Design a future state value stream map that enables outstanding performance on all fronts; prioritize improvement projects.
3.1 Develop future state value stream map
3.2 Prioritize improvement projects
4. CREATE IMPLEMENTATION PLAN
Adopt the new design, create an implementation plan and lay the foundation for continued improvement.
4.1 Develop implementation plan
4.2 Seek management approval
4.3 Implement the plan and monitor progress
Case study 4 project cost management -- ppt slides
The document discusses project cost management for a case study of a software development company called XYZ Studios. It describes their process for a recent 8-month project to develop a scheduling and booking system for a network of massage clinics. Key challenges included accurately estimating costs upfront given the agile development methodology requires constant communication and potential scope changes, and balancing project timelines, costs, and quality of deliverables.
Rajeswari cv
Rajeswari Venkataramani is seeking a role to lead lean activities and process improvement projects to reduce costs. She has over 7 years of experience in process mapping, documentation, and continuous improvement. She is certified in lean six sigma and has led multiple projects reducing cycle times, waste, and costs. Currently a senior functional analyst, she has experience analyzing processes, documenting requirements, and developing standards and procedures.
Resource Allocation In Software Project Management
Resource Allocation In Software Project Management
what is Resource Allocation In Software Project Management
define Resource Allocation In Software Project Management
how to allocate resource in software project management
Going & seeing in construction
The document discusses how a construction team improved operations and planning reliability on a large laboratory project using Lean principles. They analyzed root causes of unreliable plans which were over-committing and design changes. To address this, they held weekly pre-planning meetings and implemented a constraint log to track issues. Using tools like value stream maps and collecting employee feedback, the team was able to identify waste like wait times. Their use of "going and seeing" principles through direct observation helped improve production reliability and meet schedules.
Chap 5 Estimating Project Times
The document discusses various methods for estimating project times and costs, including top-down and bottom-up approaches. Top-down approaches include consensus methods, ratio methods, and the apportion method. Bottom-up approaches include the template method, parametric procedures applied to specific tasks, and detailed estimates for work packages. Estimates should be refined as risks and details become clearer, and contingency funds and time buffers can be added to offset uncertainty.
Project Estimating Process
PMBOK defines an estimates as a quantitative assessment of the likely amount or outcome. Precise estimating in today’s business environment is crucial to the success of any project. A well compiled estimate sets the groundwork for successful project planning, and management of time, cost, and resources.
Recommended
PMP Training Project Cost Management Part 1
As a part of PMP training here are the slides of project cost management part 1 presented by Skillogic Knowledge Solutions.
If you are looking for PMP training in Chennai, Bangalore, Delhi, Pune, Hyderabad and Mumbai, visit Skillogic.
Value Stream Mapping (VSM) Poster
The Value Stream Mapping (VSM) Poster describes the four key phases of managing a value stream mapping project in an organization. The poster comes in two themes: color and monochrome. Formatted in PDF, the poster can be easily printed on an A3-sized paper.
The VSM Poster complements the 'Value Stream Mapping' training presentation materials. It is an effective tool that can be printed and distributed to attendees of your VSM workshop session. It serves as a takeaway and summary of your VSM presentation.
The VSM Poster describes the four main phases of value stream mapping activities:
1. DEFINE PRODUCT FAMILY
Prepare for the value stream mapping activity; define the value stream mapping charter, including objective, scope and product family.
1.1 Define and scope problem
1.2 Pick product family
1.3 Determine value stream mapping objective and benefits
1.4 Create value stream mapping project charter
2. DOCUMENT CURRENT STATE
Document the current state so as to gain a deep understanding about your current work systems and the related barriers to delivering value.
2.1 Map current state value stream
2.2 Quantify current state value stream performance
2.3 Analyze and identify improvement opportunities
3. DESIGN FUTURE STATE
Design a future state value stream map that enables outstanding performance on all fronts; prioritize improvement projects.
3.1 Develop future state value stream map
3.2 Prioritize improvement projects
4. CREATE IMPLEMENTATION PLAN
Adopt the new design, create an implementation plan and lay the foundation for continued improvement.
4.1 Develop implementation plan
4.2 Seek management approval
4.3 Implement the plan and monitor progress
Case study 4 project cost management -- ppt slides
The document discusses project cost management for a case study of a software development company called XYZ Studios. It describes their process for a recent 8-month project to develop a scheduling and booking system for a network of massage clinics. Key challenges included accurately estimating costs upfront given the agile development methodology requires constant communication and potential scope changes, and balancing project timelines, costs, and quality of deliverables.
Rajeswari cv
Rajeswari Venkataramani is seeking a role to lead lean activities and process improvement projects to reduce costs. She has over 7 years of experience in process mapping, documentation, and continuous improvement. She is certified in lean six sigma and has led multiple projects reducing cycle times, waste, and costs. Currently a senior functional analyst, she has experience analyzing processes, documenting requirements, and developing standards and procedures.
Resource Allocation In Software Project Management
Resource Allocation In Software Project Management
what is Resource Allocation In Software Project Management
define Resource Allocation In Software Project Management
how to allocate resource in software project management
Going & seeing in construction
The document discusses how a construction team improved operations and planning reliability on a large laboratory project using Lean principles. They analyzed root causes of unreliable plans which were over-committing and design changes. To address this, they held weekly pre-planning meetings and implemented a constraint log to track issues. Using tools like value stream maps and collecting employee feedback, the team was able to identify waste like wait times. Their use of "going and seeing" principles through direct observation helped improve production reliability and meet schedules.
Chap 5 Estimating Project Times
The document discusses various methods for estimating project times and costs, including top-down and bottom-up approaches. Top-down approaches include consensus methods, ratio methods, and the apportion method. Bottom-up approaches include the template method, parametric procedures applied to specific tasks, and detailed estimates for work packages. Estimates should be refined as risks and details become clearer, and contingency funds and time buffers can be added to offset uncertainty.
Project Estimating Process
PMBOK defines an estimates as a quantitative assessment of the likely amount or outcome. Precise estimating in today’s business environment is crucial to the success of any project. A well compiled estimate sets the groundwork for successful project planning, and management of time, cost, and resources.
Scenario - The Project Management Environment
The document discusses a project management scenario where the project manager is tasked with moving 200 employees to a new building including setting up computers, phone systems, and meeting rooms. It describes understanding the organizational environment including existing processes, stakeholders, and systems. The project manager determines they will need knowledge of both project management and the functional area. They choose a waterfall approach given the stable requirements and set budget.
Time management
This document discusses the six key processes involved in project time management: define activities, sequence activities, estimate activity resources, estimate activity duration, develop schedule, and control schedule. For each process, it identifies the typical inputs, tools and techniques, and outputs. The main goal of project time management is to ensure timely completion of the project through planning, monitoring, and controlling the schedule.
American Electric Power Ercot kickoff
This document provides an overview of the ERCOT Nodal project kickoff. The project aims to meet new ERCOT market requirements while minimizing costs and timelines. Key deliverables include updating systems like webTrader and ODS to replace base power schedules. The approved budget is $813,155 in capital and $59,376 in operating costs. The plan phase will involve documenting processes and requirements, developing designs, and beginning testing with ERCOT. Steering and core teams are established with responsibilities defined for members and functional areas. A timeline and communication plan are also outlined.
Proposal to revise documentation
The department needs to revise its work instructions for documentation processes. This proposal outlines overhauling inefficiencies, gaining stakeholder buy-in, assessing impacts, and developing a structured process to streamline instructions. The revision aims to cut documentation time and allow other objectives to be accomplished through measurable time and cost savings. Key stakeholders and audiences will see benefits like less confusion, freed up employee time for development, and overall department value.
Project management : Project Monitoring and Control by iFour Technolab Pvt. Ltd.
Project management : Project Monitoring and Control by iFour Technolab Pvt. Ltd.iFour Institute - Sustainable Learning
Project management : Project Monitoring and Control by iFour Technolab Pvt. Ltd.
Monitor and Control Project Work: This process involves tracking, reviewing, and reporting project progress.
A brief on project cost management
A brief introduction on various concepts of Project Cost, covering various types of Project Costs, Processes to be followed for developing project budget, project budget components, contingency and management reserves, earned value management
All about project management
This document provides an overview of project management. It defines project management as a carefully planned effort to accomplish a project, which is a one-time effort to produce a specific result. The document then outlines the key components of project management, which include developing a plan, defining goals and objectives, determining resources, budgets and timelines, managing implementation, and performing controls. It also lists several common approaches to project management and describes the typical major phases of initiating, planning, executing, monitoring/controlling, and closing a project.
Steps in project control process
The document outlines the three main steps in the project control process:
1. Project planning which involves defining the scope, schedule, costs, and preparing a control budget. Network analysis techniques like CPM and PERT are used.
2. Project execution where the actual project work is carried out and progress is monitored through reports on costs, time, and accomplishments compared to estimates.
3. Project evaluation to assess performance, cost overruns, decisions made, and whether objectives were achieved through auditing and hindsight analysis.
Managing Sys
1. The document discusses project initiation and scope planning, which includes identifying, classifying, selecting projects, and establishing a project charter.
2. Key activities in scope planning include developing a project workbook, scope statement, and baseline to define the project scope, benefits, costs, risks, and resource requirements.
3. The project charter is a short document that provides the project title, authorization, manager contact information, customer information, timeline, stakeholders, objectives, and assumptions. The charter establishes the project scope.
BPM Implementation (downloadable)
This document summarizes SaveWithUs' proposed business process management (BPM) implementation project using BlueSpring Software's BPM Suite 4.5. The 10 month project is estimated to cost $500,000 and would standardize business processes to increase efficiency and transparency using a service-oriented architecture. It conducted a business case analysis that showed synergies with other applications and an aggressive return on investment. The implementation will follow standard project management methodologies over initiation, planning, execution, monitoring, and close-out phases using a combination of internal and vendor resources.
Project Monitoring and Control
This document discusses project monitoring and control using earned value analysis (EVA) and burn graphs. It provides an overview of EVA, including its origins, explanations of key EVA concepts and metrics, examples of how to apply EVA, and potential shortcomings. It also covers burn graphs as a visual project monitoring tool, how they can be used in agile projects, and examples of burn graph types. Tools for implementing EVA and burn graphs are listed. The document concludes with potential discussion points about applying EVA and adopting burn graphs.
Snowden_Daniele_14_v13
Daniele N. Snowden has over 10 years of experience in project management, finance, and quality assurance. She has a proven track record of leading teams to successfully implement new systems like inventory management and payroll on schedule and under budget. Snowden is skilled in financial analysis, process improvement, and developing compliant systems. She holds an MBA with a focus on strategic management.
7.3 Determine Budget
Determine Budget is the process of aggregating estimated costs from work packages and activities to establish an authorized cost baseline for the project. It uses inputs like the cost management plan, cost estimates, and risk register to perform cost aggregation and establish the cost baseline and project funding requirements outputs through techniques like expert judgement, data analysis, and historical reviews. The process coincides with PMBOK 7.3 Determine Budget knowledge area.
Monitoring of project implementation
This document is a manual created by the Pan American Health Organization (PAHO) to provide guidance on monitoring project implementation. It explains that monitoring is a management tool to track project progress by comparing actual performance to plans and measuring actual results against expected results. The manual aims to establish standard procedures for project managers to make monitoring more effective and facilitate reporting. It provides a step-by-step explanation of how to develop a monitoring plan and analyze monitoring results to suggest corrective actions. The overall goal is to strengthen project management within PAHO and improve follow up with donors and beneficiaries.
Operations Excellence
This document provides a roadmap for improving manufacturing performance through a structured approach. It begins with aligning goals and objectives from senior leadership down to the shop floor. The next step is to focus on early, measurable improvements to drive results. This involves deploying new tools and capabilities as well as tracking progress and implementing corrective actions. Key steps include pre-production reviews to plan for issues, setting shift-by-shift performance targets, taking immediate corrective actions, and conducting post-production reviews to identify root causes and update documentation. The overall goal is to decrease process times, increase schedule attainment, and reduce costs.
Project Monitoring and Controlling Processes
Verifying and Controlling Scope, Managing Schedule and Cost, Controlling Quality, Monitoring and Controlling Risks
Honeywell Experience
The document summarizes the responsibilities of a Honeywell supervisor/planner position. Key responsibilities included: applying continuous process improvements; creating methods for maintenance excellence; supervising 42 direct reports across multiple crafts; developing and implementing budgets, plans, and procedures; coordinating complex maintenance projects and outages; ensuring compliance with ISO, environmental, and safety standards; and providing technical assistance on instrumentation and controls systems. The position required experience in planning, budgeting, supervising staff, and maintenance processes in a manufacturing environment.
Develop Project Management Plan Data Flow Diagram
This document outlines the key project management processes and their inputs and outputs according to a data flow diagram. The main processes include initiating, planning, executing, monitoring and controlling, and closing processes. Key inputs include the project charter, requirements documentation, cost and schedule baselines. Key outputs include the project management plan, risk management plan, and project management plan updates.
Resource Scheduling
Resource scheduling involves either time-limited or resource-limited scheduling. Time-limited scheduling aims to make resources available as needed to meet deadlines, while resource-limited scheduling adjusts timelines based on fixed resource levels. Parallel scheduling starts eligible activities simultaneously based on available resources. For a project with limited staff, parallel scheduling showed it would take 32 weeks to complete within a 4-person resource limit, compared to the original 5-person, 32-week plan.
Environmental geologist kpi
This document discusses key performance indicators (KPIs) for environmental geologists. It provides steps to create KPIs for this position, including defining objectives, identifying key result areas and tasks, and determining how to measure results. The document also discusses types of KPIs and mistakes to avoid when building a KPI system, such as creating too many KPIs or ones that do not change to suit goals. Additional KPI materials can be found on the listed website.
Rojas violence Children Peru_9sep2016_2
Understanding children’s experiences of violence at home in Peru: qualitative evidence from Young Lives
Gabriela Guerrero and Vanessa Rojas
More Related Content
What's hot
Scenario - The Project Management Environment
The document discusses a project management scenario where the project manager is tasked with moving 200 employees to a new building including setting up computers, phone systems, and meeting rooms. It describes understanding the organizational environment including existing processes, stakeholders, and systems. The project manager determines they will need knowledge of both project management and the functional area. They choose a waterfall approach given the stable requirements and set budget.
Time management
This document discusses the six key processes involved in project time management: define activities, sequence activities, estimate activity resources, estimate activity duration, develop schedule, and control schedule. For each process, it identifies the typical inputs, tools and techniques, and outputs. The main goal of project time management is to ensure timely completion of the project through planning, monitoring, and controlling the schedule.
American Electric Power Ercot kickoff
This document provides an overview of the ERCOT Nodal project kickoff. The project aims to meet new ERCOT market requirements while minimizing costs and timelines. Key deliverables include updating systems like webTrader and ODS to replace base power schedules. The approved budget is $813,155 in capital and $59,376 in operating costs. The plan phase will involve documenting processes and requirements, developing designs, and beginning testing with ERCOT. Steering and core teams are established with responsibilities defined for members and functional areas. A timeline and communication plan are also outlined.
Proposal to revise documentation
The department needs to revise its work instructions for documentation processes. This proposal outlines overhauling inefficiencies, gaining stakeholder buy-in, assessing impacts, and developing a structured process to streamline instructions. The revision aims to cut documentation time and allow other objectives to be accomplished through measurable time and cost savings. Key stakeholders and audiences will see benefits like less confusion, freed up employee time for development, and overall department value.
Project management : Project Monitoring and Control by iFour Technolab Pvt. Ltd.
Project management : Project Monitoring and Control by iFour Technolab Pvt. Ltd.iFour Institute - Sustainable Learning
Project management : Project Monitoring and Control by iFour Technolab Pvt. Ltd.
Monitor and Control Project Work: This process involves tracking, reviewing, and reporting project progress.
A brief on project cost management
A brief introduction on various concepts of Project Cost, covering various types of Project Costs, Processes to be followed for developing project budget, project budget components, contingency and management reserves, earned value management
All about project management
This document provides an overview of project management. It defines project management as a carefully planned effort to accomplish a project, which is a one-time effort to produce a specific result. The document then outlines the key components of project management, which include developing a plan, defining goals and objectives, determining resources, budgets and timelines, managing implementation, and performing controls. It also lists several common approaches to project management and describes the typical major phases of initiating, planning, executing, monitoring/controlling, and closing a project.
Steps in project control process
The document outlines the three main steps in the project control process:
1. Project planning which involves defining the scope, schedule, costs, and preparing a control budget. Network analysis techniques like CPM and PERT are used.
2. Project execution where the actual project work is carried out and progress is monitored through reports on costs, time, and accomplishments compared to estimates.
3. Project evaluation to assess performance, cost overruns, decisions made, and whether objectives were achieved through auditing and hindsight analysis.
Managing Sys
1. The document discusses project initiation and scope planning, which includes identifying, classifying, selecting projects, and establishing a project charter.
2. Key activities in scope planning include developing a project workbook, scope statement, and baseline to define the project scope, benefits, costs, risks, and resource requirements.
3. The project charter is a short document that provides the project title, authorization, manager contact information, customer information, timeline, stakeholders, objectives, and assumptions. The charter establishes the project scope.
BPM Implementation (downloadable)
This document summarizes SaveWithUs' proposed business process management (BPM) implementation project using BlueSpring Software's BPM Suite 4.5. The 10 month project is estimated to cost $500,000 and would standardize business processes to increase efficiency and transparency using a service-oriented architecture. It conducted a business case analysis that showed synergies with other applications and an aggressive return on investment. The implementation will follow standard project management methodologies over initiation, planning, execution, monitoring, and close-out phases using a combination of internal and vendor resources.
Project Monitoring and Control
This document discusses project monitoring and control using earned value analysis (EVA) and burn graphs. It provides an overview of EVA, including its origins, explanations of key EVA concepts and metrics, examples of how to apply EVA, and potential shortcomings. It also covers burn graphs as a visual project monitoring tool, how they can be used in agile projects, and examples of burn graph types. Tools for implementing EVA and burn graphs are listed. The document concludes with potential discussion points about applying EVA and adopting burn graphs.
Snowden_Daniele_14_v13
Daniele N. Snowden has over 10 years of experience in project management, finance, and quality assurance. She has a proven track record of leading teams to successfully implement new systems like inventory management and payroll on schedule and under budget. Snowden is skilled in financial analysis, process improvement, and developing compliant systems. She holds an MBA with a focus on strategic management.
7.3 Determine Budget
Determine Budget is the process of aggregating estimated costs from work packages and activities to establish an authorized cost baseline for the project. It uses inputs like the cost management plan, cost estimates, and risk register to perform cost aggregation and establish the cost baseline and project funding requirements outputs through techniques like expert judgement, data analysis, and historical reviews. The process coincides with PMBOK 7.3 Determine Budget knowledge area.
Monitoring of project implementation
This document is a manual created by the Pan American Health Organization (PAHO) to provide guidance on monitoring project implementation. It explains that monitoring is a management tool to track project progress by comparing actual performance to plans and measuring actual results against expected results. The manual aims to establish standard procedures for project managers to make monitoring more effective and facilitate reporting. It provides a step-by-step explanation of how to develop a monitoring plan and analyze monitoring results to suggest corrective actions. The overall goal is to strengthen project management within PAHO and improve follow up with donors and beneficiaries.
Operations Excellence
This document provides a roadmap for improving manufacturing performance through a structured approach. It begins with aligning goals and objectives from senior leadership down to the shop floor. The next step is to focus on early, measurable improvements to drive results. This involves deploying new tools and capabilities as well as tracking progress and implementing corrective actions. Key steps include pre-production reviews to plan for issues, setting shift-by-shift performance targets, taking immediate corrective actions, and conducting post-production reviews to identify root causes and update documentation. The overall goal is to decrease process times, increase schedule attainment, and reduce costs.
Project Monitoring and Controlling Processes
Verifying and Controlling Scope, Managing Schedule and Cost, Controlling Quality, Monitoring and Controlling Risks
Honeywell Experience
The document summarizes the responsibilities of a Honeywell supervisor/planner position. Key responsibilities included: applying continuous process improvements; creating methods for maintenance excellence; supervising 42 direct reports across multiple crafts; developing and implementing budgets, plans, and procedures; coordinating complex maintenance projects and outages; ensuring compliance with ISO, environmental, and safety standards; and providing technical assistance on instrumentation and controls systems. The position required experience in planning, budgeting, supervising staff, and maintenance processes in a manufacturing environment.
Develop Project Management Plan Data Flow Diagram
This document outlines the key project management processes and their inputs and outputs according to a data flow diagram. The main processes include initiating, planning, executing, monitoring and controlling, and closing processes. Key inputs include the project charter, requirements documentation, cost and schedule baselines. Key outputs include the project management plan, risk management plan, and project management plan updates.
Resource Scheduling
Resource scheduling involves either time-limited or resource-limited scheduling. Time-limited scheduling aims to make resources available as needed to meet deadlines, while resource-limited scheduling adjusts timelines based on fixed resource levels. Parallel scheduling starts eligible activities simultaneously based on available resources. For a project with limited staff, parallel scheduling showed it would take 32 weeks to complete within a 4-person resource limit, compared to the original 5-person, 32-week plan.
Environmental geologist kpi
This document discusses key performance indicators (KPIs) for environmental geologists. It provides steps to create KPIs for this position, including defining objectives, identifying key result areas and tasks, and determining how to measure results. The document also discusses types of KPIs and mistakes to avoid when building a KPI system, such as creating too many KPIs or ones that do not change to suit goals. Additional KPI materials can be found on the listed website.
What's hot (20)
Project management : Project Monitoring and Control by iFour Technolab Pvt. Ltd.
Project management : Project Monitoring and Control by iFour Technolab Pvt. Ltd.
Viewers also liked
Rojas violence Children Peru_9sep2016_2
Understanding children’s experiences of violence at home in Peru: qualitative evidence from Young Lives
Gabriela Guerrero and Vanessa Rojas
Cueto trajectories CIES 2016
Education trajectories: From early childhood to early adulthood in Peru
Santiago Cueto
CIES International Conference
6-10 March 2016
The Comparative and International Education Society (CIES), was founded in 1956 to foster cross-cultural understanding, scholarship, academic achievement and societal development through the international study of educational ideas, systems, and practices.
Pells violence 9_sept2016
Mind the gap: understanding how the dynamics of time and place shape violence affecting children and young people
Kirrily Pells (UCL IoE), Catherine Maternowska (UNICEF OoR), Alina Potts (UNICEF OoR) and Ginny Morrow (Young Lives Oxford)
Adolescence, Youth and Gender conference
Oxford, 8-9 September 2016
Method to Provide Mobile Signal when the Network Provider Has Failed
Method to Provide Mobile Signal when the Network Provider Has FailedAssociation of Scientists, Developers and Faculties
Mobile communication plays a vital role in every human’s life. The basic requirement to initiate this communication is a mobile signal. A mobile signal, which is also known as reception, is the signal strength received by a mobile phone from a cellular network. This signal is detected by the SIM (Subscriber Identity Module) card that is inserted into the phone and helps to send and receive calls/text messages. Various network (signal) providers include Airtel, Vodafone and BSNL etc, whose primary goal is to facilitate their customers with their best reception. But, at the situations where the signal vanishes, the network subscribers (users) become helpless.
In this paper, we suggest a method which helps the subscribers to gain signal from other network providers, in case of emergency situations, when their own network provider has failed. This is implemented by making changes in the ICCID (Integrated Circuit Card ID) of the SIM. By implementing this concept, we can also provide signal to those subscribers in the dead zones of a particular network, where a dead zone is defined as an area in which mobile phones cannot transmit to a nearby tower or a base station.Resume*
Chinasa Anokwuru has extensive education and experience in biology, public health, and African studies. She obtained bachelor's degrees from UT Austin and an associate's degree from Houston Community College, where she was an honors scholar. Her clinical experiences include shadowing physicians in OB/GYN and oncology. She has held internships focused on community health, maternal health, and healthcare accessibility for expatriates in China. Her research has examined antibiotic discovery, viral populations in mosquitoes, and obesity and breast cancer. She has presented her work at several conferences.
IPCC trifold 3 21 14
The document promotes a corporate training program called the IP Corporate Continuum that teaches employees how their thoughts can impact their performance and success. It explores how limiting beliefs can negatively impact companies and introduces exercises and lessons to help employees shift to a more positive mindset. The program aims to boost employee motivation, collaboration, and job satisfaction to ultimately increase company revenue and profits. Interested companies can contact Nikki Schaubel to discuss incorporating the IP Corporate Continuum training for their organization.
Banks_Capstone_Report
The document analyzes the potential for agave cultivation as a biofuel crop in the Southwestern United States. It examines three growth scenarios: agave grown on marginal land, agave co-located with solar panels, and agave grown on fallow fields. Models are developed to calculate the greenhouse gas offsets and net energy output for each scenario based on key parameters like soil nutrients, precipitation, and distance to processing facilities. An uncertainty analysis is performed to account for variations across the large geographic region.
BeadStyle magazine spread
The document provides instructions for making shell pendant necklaces and earrings using tropical colored shell donuts. It recommends choosing three analogous colors for the donuts to maintain harmony and attaching them to chain links or earring wires using jump rings. Supply information is given for the necklace and earrings along with tips on using heavy-duty pliers to open chain links without damaging regular jewelry pliers.
Web and Social Computing - Presentation Week8
Brief Presentation on paper: "Mining Dynamic Social Networks From Public News Articles For Company Value Prediction" (Jin et al, 2012) and others. (Presentation by M Paiva and M Courtney)
Palmprint Recognition using Multimodal Biometrics and Generation of One Time ...
Palmprint Recognition using Multimodal Biometrics and Generation of One Time ...Association of Scientists, Developers and Faculties
Biometrics was developed with the aim of improving the overall security level in all society contexts. A biometric system describes a set of techniques to analyze certain individual's biometric features, store and then using those patterns to identify or verify the identity of a person. The palmprint contains not only principal curves and wrinkles but also rich texture and miniscule points, so the palmprint identification is able to achieve a high accuracy because of available rich information in palmprint. Various palmprint identification methods, such as coding based methods and principal curve methods have been proposed in past decades. In addition to these methods, subspace based methods can also perform well for palmprint identification. Combining the left and right palmprint images to perform multibiometrics is easy to implement and can obtain better results.
Multimodal biometrics can provide higher identification accuracy than single or unimodal biometrics, so it is more suitable for some real-world personal identification applications that need high-standard security. A onetime password is included for higher security and accuracy.
One time passwords generally expire after using once. They are generated for using it within a certain time period after which it is useless. These passwords are set as a secondary security measure for the primary palmprint recognition.Krutikova plenary ag slides ifs slides_final
Interpreting the evidence on impacts of programmes targeting adolescents
by Sonya Krutikova (Institute for Fiscal Studies, EDePo)
Young Lives International Conference - Adolescence, Youth and Gender: Building Knowledge for Change,
University of Oxford
8 and 9 September 2016
Broadband Internet in Vietnam
Vietnam has experienced rapid economic growth and internet penetration. The broadband internet market is dominated by state-owned enterprises VNPT and Viettel, though competition is increasing. Mobile broadband is growing faster than fixed, with 3G subscribers rising as prices fall. CMC Telecommunications Infrastructure is Vietnam's 4th largest FTTx provider and 2nd largest leased line provider. It aims to expand services through projects like Asia-Pacific Gateway submarine cable. French ICT companies have a long presence in Vietnam through partnerships with telecom operators, though few have major local operations.
Eritema multiforme
El eritema multiforme (EM) es una enfermedad cutánea e inmunológica que se caracteriza por lesiones eritematosas y ampollas en la piel y mucosas. Puede ser causada por infecciones víricas como el herpes simple o por la ingestión de fármacos. Existen varias formas de EM como menor, mayor, síndrome de Stevens-Johnson y necrólisis epidérmica tóxica que difieren en gravedad y afectación de órganos. El diagnóstico se basa en la clínica y
Viewers also liked (15)
Method to Provide Mobile Signal when the Network Provider Has Failed
Method to Provide Mobile Signal when the Network Provider Has Failed
Palmprint Recognition using Multimodal Biometrics and Generation of One Time ...
Palmprint Recognition using Multimodal Biometrics and Generation of One Time ...
Similar to Workflow Improvement
103240-The-New-Way-of-Thinking-Our-Implementation-experience-with-Oracle-HCM-...
This document provides an overview of Rajesh Arangi's presentation on Oracle HCM Cloud implementation. The presentation details DAZ Systems' implementation methodology, success mantras for HCM implementation, and lessons learned from their implementation experiences. It includes an agenda covering Rajesh's background, DAZ Systems as an Oracle partner, their implementation methodology, and a Q&A section.
Effective scoping and execution of business process efforts in major system i...
How to leverage the Process Classification Framework to scope and estimate the relative effort of process redesign work.
Case Study – Working with a company’s PMO team and leveraged APQC’s PCF to identify key process areas that would be impacted and the degree or level to which processes needed to be re-designed. When laying out the implementation plan it becomes clear that there was a gap in estimation and planning around required business process re-design work.
by Mark Buchynski - Centric Consulting
9.2 Estimate Activity Resources
The Estimate Activity Resources process involves estimating the types and quantities of resources needed to complete project activities. Inputs include the project management plan, project documents, enterprise environmental factors, and organizational process assets. Tools and techniques used include expert judgment, bottom-up estimating, analogous estimating, parametric estimating, data analysis, project management information systems, and meetings. Outputs include resource requirements, basis of estimates, a resource breakdown structure, and updates to project documents.
Schedule Development
This document provides guidance on developing project schedules using a methodical, two-step process of schedule design followed by schedule development. It emphasizes separating the conceptual schedule design phase from the detailed schedule development phase. The schedule design phase includes planning the schedule scope, level of detail, activity coding structure, sequencing, and reporting needs. The development phase then builds the detailed schedule based on the design. It provides tips for determining an appropriate level of detail, grouping activities, and developing logic relationships between activities.
Training on ASAP Methodology_11.10.2020.ppt
The document provides an overview of SAP's ASAP (Accelerated SAP) methodology for implementing SAP systems. It describes the six phases of an ASAP implementation project: Project Preparation, Business Blueprint, Realization, Final Preparation, Go-Live and Support, and Run SAP. For each phase, it outlines the purpose, deliverables, milestones, activities, and roles of functional and technical consultants. The methodology is designed to optimize and standardize SAP implementations to make projects more robust, cost-effective, timely and successful.
The project plan
The document discusses the importance of planning construction projects and outlines the key stages in a construction project. It summarizes the stages as: 1) Pre-Award stage which involves understanding project requirements and scope. 2) Post-Award/Pre-Execution stage where the planning and execution process is defined. 3) Execution stage where activities are planned and monitored. 4) Closure stage which involves handing over the completed project and reviewing lessons learned. Effective planning at each stage is emphasized as essential for successful project completion within budget and schedule.
7.2 Estimate Cost
Estimate Costs is the process of developing an approximation of the cost of resources needed to complete project work. It involves considering inputs like the project management plan, project documents, and enterprise environmental factors. Tools like expert judgment, analogous estimating, parametric estimating, and three-point estimating are used. The outputs are cost estimates, basis of estimates, and potential updates to project documents like the assumption log, lessons learned register, and risk register.
Best practice for_agile_ds_projects
The document provides an overview of using Scrumban methodology for managing data science projects. It discusses that Scrumban is a hybrid of Scrum and Kanban principles that is well-suited for data science work which involves research, software development, repeatable tasks, and team development. It also outlines how to set up a Scrumban board to visualize workflow and limit work-in-progress using columns and swimlanes. The benefits of Scrumban for data science projects include its focus on quality, just-in-time work, short lead times, continuous improvement, and minimizing waste.
6396901
The document discusses key concepts in project management. It defines a project as having a defined objective, deadline, and requiring integration of knowledge from different organizations. Project management is important for getting work done correctly and on schedule. It also allows for prioritized work distribution, risk management, and standardized processes. The document outlines the project life cycle and emphasizes the importance of planning, organizing, and controlling projects.
Project Time Management | Project Schedule Management | Edureka
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Schedule Management will give you an insight into the various process and activities covered in to maintain and manage the schedule of a project.
Project Schedule Management
Schedule Management Overview
Schedule Management Processes
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Training on ASAP Methodology.ppt
The document provides an overview of SAP's ASAP (Accelerated SAP) methodology for SAP implementations. It discusses the history and benefits of the ASAP methodology, and describes the six phases of an ASAP implementation project: Project Preparation, Business Blueprint, Realization, Final Preparation, Go-Live and Support, and Run SAP. For each phase, it outlines the purpose, deliverables, milestones, and activities, and discusses the roles of functional and technical consultants. The presentation provides examples of documents used in each phase such as process diagrams, test cases, and data migration templates.
07 project cost management
The document discusses project cost management. It provides details on planning cost management, estimating costs, and determining the project budget. Key points include:
1) Planning cost management establishes policies and procedures for managing project costs and results in a cost management plan.
2) Estimating costs develops approximations of resource needs and uses techniques like expert judgment, analogous and parametric estimating.
3) Determining the budget aggregates activity cost estimates to establish a cost baseline.
Successfully Implementing an Aggregate Spend Solution
The document outlines an approach for successfully implementing an aggregate spend solution with 6 key steps: 1) understand the current environment, 2) determine requirements for the desired state, 3) identify gaps, 4) design the solution, 5) implement the solution, and 6) test and rollout the solution. It emphasizes determining requirements before selecting technology, managing change throughout, and having strong project management. Common challenges include shifting focus to technology over requirements and minimizing scope changes during implementation.
Mam she
The document discusses strategies for managing information processing projects. It covers documentation, evaluating efficiency, and techniques for handling information. Key points:
- Internal documentation explains a system to staff while external documentation explains it to users. Electronic documentation like help menus and email are more efficient than paper-based forms.
- Efficiency is measured by savings in time and effort. Choosing the right equipment and software impacts effectiveness.
- Strategies for managing projects include top-down, bottom-up, and middle-out planning. Procedures cover research, design, production, and evaluation to meet user needs on time and on budget.
Offshore R&D Project Management
Off shoring and Outsourcing of design & research work has posed different type of challenges for operational and strategic management teams.
PMP-Cost Management area
This document provides an overview of project cost management based on the PMBOK Guide. It discusses the key processes involved, including plan cost management, estimate costs, determine budget, and control costs. For each process, it outlines the typical inputs, tools and techniques, and outputs. It also discusses important concepts like the cost management plan, cost baselines, earned value management, variance analysis, and estimating techniques. The overall purpose is to plan, estimate, budget, and control costs throughout the project life cycle.
Using Benchmarking to Quantify the Benefits of Software Process Improvement
Using Benchmarking to Quantify the Benefits of Software Process ImprovementQuantitative Software Management, Inc.
With increasing pressure to improve quality while cutting costs, process improvement is a top priority for many organizations right now; but once we've implemented a process improvement initiative, how do we accurately measure the benefits? Benchmarking is critical to determining the success of any serious process improvement program. As with any type of measurement program, it requires an initial reference point to measure progress. To set our point of comparison, we first need to perform a benchmark on a contemporary sample of projects that are representative of the typical work that we do. In this webinar, industry expert Larry Putnam, Jr. will take you through the necessary steps to perform a successful benchmark - from collecting quantitative and qualitative data to establish the initial baseline benchmark all the way through to performing follow up benchmarks on new projects and process improvement analysis.04 project integration management
This document provides an overview of project integration management processes. It discusses developing the project management plan by tailoring templates and processes to meet project needs. Key inputs like the project charter and organizational assets are transformed into the project management plan and its subsidiary plans through expert judgement and facilitation techniques. Progress is monitored by comparing actual performance to the plan. Issues are addressed through integrated change control of the project documents and management plan.
IT Processes & Systems
Applying DMAIC Process for IT (Hardware & Software) Initiatives to minimise cost and maximise resource output
Managing Technology in Your Organization or is it Managing You?
This document provides guidance on managing technology projects in an organization. It defines what technology includes, such as computers, software, networks, phones, and internet services. Technology can be used as a tool, for networking and communication, and integrated with an organization's mission and service delivery. Successful technology project planning involves identifying goals and objectives, organizing the project, investing extra time in planning, and evaluating results after implementation. The document provides examples of identifying goals and objectives for a technology project. It also outlines steps for organizing a project, investing in planning, and evaluating the project implementation. Resources for non-profits to assist with technology projects are also included.
Similar to Workflow Improvement (20)
103240-The-New-Way-of-Thinking-Our-Implementation-experience-with-Oracle-HCM-...
103240-The-New-Way-of-Thinking-Our-Implementation-experience-with-Oracle-HCM-...
Effective scoping and execution of business process efforts in major system i...
Effective scoping and execution of business process efforts in major system i...
Project Time Management | Project Schedule Management | Edureka
Project Time Management | Project Schedule Management | Edureka
Successfully Implementing an Aggregate Spend Solution
Successfully Implementing an Aggregate Spend Solution
Using Benchmarking to Quantify the Benefits of Software Process Improvement
Using Benchmarking to Quantify the Benefits of Software Process Improvement
Managing Technology in Your Organization or is it Managing You?
Managing Technology in Your Organization or is it Managing You?
Workflow Improvement
- 1. Workflow Assessment Process Helps establish, with proposed investment, the Payback & ROI Assess Strategic Goals Operational Costs associated with Flow (Paper) Labor, Supplies, Storage Operational Flow (People) Evaluate the AS—IS Application & Manual Processes Process in Comparison to Best Practices IT Infrastructure (Survey) Network, Copier, Servers, & Clients Collection of Data – Current Personnel Costs – Projected Personnel Costs – Existing Operating Costs – Organization Procedures & Tasks – Projected Operating Expense Reduction/Elimination – Financial Data – Investment Information Analysis of the Current Systems • Implementation Issues • Operational Issues • Integration Issues • Support Issues • Security Issues
- 2. Phase 1. Initiating • Define what the Assessment should accomplish • Define the overall project goal • Define expectations of customers, management & other stakeholders • Define project scope • Select members for the project team Phase 2. Planning • Refine the project scope to include a balance among results, time and resources • List tasks and activities that lead to achieving project goals • Sequence activities in the most efficient manner • Develop a workable schedule and budget for assigning resources • Get plan approved by appropriate stakeholders Phase 3. Design • Define what tools will match up with the requirements and what each should do • Define the capture tools • Define viewing and/or editing tools • Define the storage requirements and records policy • Define interface requirements and collaboration tools • Define output and/or retrieval tools • Select members for the implementation team Phase 4. Implementation • Refine the project design to include any relevant updates and technology improvements • List tasks and activities that are needed to properly deploy the solution • Sequence installation and training activities in the most efficient manner • Develop a workable schedule for the launch of the new process • Utilize project milestones to deploy and evaluate the project Phase 5. Optimize • Refine the project design to include any relevant updates and technology improvements • List tasks and activities that are needed to properly enhance the process • Enable end-users with tools that help them understand the plan for optimization • Develop a workable schedule for the launch of the optimized process