...1. Scope Validation PMBOD defines project scope as “the work that must be performed to deliver a product, service or result with the specified features and functions.” Scope management is to ensure enough and only enough work is successfully delivered with projects purpose.1 The first stage of project scope management is collecting requirements and defining scope. Then a work breakdown structure (WBS) will be created. WBS is a hierarchical breakdown of the project into its constituent deliverables.2 Thus it can be used for the following scope validation, which is reviewing any project outputs or deliverables and accept them as complete; confirming stakeholder acceptance. Scope validation should include the formal review, approval and sing-off on the accuracy of scope or deliverables. This process is to avoid incomplete or inaccurate scope and to ensure buy-in from stakeholders.3 During the implementation stage of this project, the scope validation will mainly involve stakeholders of Program Office and clinical staff. 2. Stakeholder Management The 4 major stakeholders are Central IT policy group (ITPG), Central Program Office, International Health Care Systems (IHCS) and 4 selected hospital, as well as clinical staffs in these hospital. ITPG is responsible for supervising each region to obtain benefits of common infrastructure and services. With the background that State Government is under budget pressure of Health Care, ITPG believe the PAS will reduce Regional...
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...What is a Performance Management System(PMS)?Performance management systems is an organized and systematic way of progress review, goal setting, communication, recognizing and rewarding achievement, providing feedback for better performance and implementing employee development programs. It is a continuous process, which is carried out right from the time when an employee joins an organization till the time he or she leaves . Performance management in HR is aimed at improving the overall corporate performance by enhancing individual performance within the framework of a team. It pushes for optimum performance by setting the right expectations, communicating effectively, defining clear roles, and setting achievable objectives. To enable the employees towards achievement of superior standards of work performance. Performance management is a process by which managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the organization. More than just an annual performance review, performance management is the continuous process of setting objectives, assessing progress and providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals. Objectives To help the employees in identifying the knowledge and skills required for performing the job efficiently as this would drive their focus towards performing the right task in the right way. Boosting the performance of...
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...Martinez HCS/587 Creating Change Within Organizations Donna Ferguson To achieve anticipated outcomes, monitoring the change process throughout the implementation is vital. Problems not anticipated or other potential solutions that affect the outcomes could become visible during this phase. Feedback from the individuals affected by the change during this step helping the change agents to stay the loop on how the implementation is going and how it is affecting the individuals themselves. Another important issue to address is the relationship between the organizational related processes, personal or professional roles and their affect on the proposed change. This paper, Organizational Change Plan- II, discusses the issues presented in the previous paragraph in addition it will include identification of communication techniques used to address any issues that arise during implementation. Methods to Monitor Implementation Monitoring the level of the implementation plan is as vital as distinguishing the tactical points and objectives. Making certain that the organization or unit, as in this proposed change plan, is going in the direction set during the planning stage is an asset of monitoring the implementation as well as evaluation (McNamara, n.d.). Some questions to ask while monitoring implementations are: 1) Are the objectives on target? If so, acknowledge, reward and communicate the developments to the...
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...Assessment activity 12 Q:1 What performance and process monitoring activities might be undertaken in a business organization ? Do you consider these procedures to be effective and useful? Explain Ans: We're used to thinking of ongoing performance management for employees, for example, setting goals, monitoring an employee's achievement of those goals, sharing feedback with the employee, evaluating the employee's performance, rewarding the employee's performance or firing the employee. However, performance management applies to teams and organizations, as well. Organizational performance involves the recurring activities to establish organizational goals, monitor progress toward the goals, and make adjustments to achieve those goals more effectively and efficiently. Those recurring activities are much of what leaders and managers inherently do in their organizations -- some of them do it far better than others. (It's useful to think of organizational change in the context of organizational performance, rather than change for the sake of change, so the topic of Organizational Change will be useful to the reader, as well.) When seeking to improve the performance of an organization, it's very helpful to regularly conduct assessments of the current performance of the organization. Assessments might be planned, systematic and explicit (these often are the best kinds of assessments) or unplanned and implicit. Well-done assessments typically use tools, such as comprehensive questionnaires...
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... Job Specific Requirements | * May be required to work overtime | Person Specific Requirements | * This position may be performed by a person with limited disability | Agreed by: | Name | Signature | Date | Incumbent | | | | 1st Level | | | | 2nd Level | | | | * ORGANOGRAM | * IT Portfolio Manager 2nd Level Report Project Manager 1st Level Report Project Administrator THIS POSITION KEY PERFORMANCE AREAS | WEIGHTING | MEASURABLE OBJECTIVES | TRACKING METHODS | 1. Perform administrative activities for IT projects | 30% | 1.1. Performing administrative activities for IT projects by: * Assisting the project manager in monitoring and tracking project schedules. * Monitoring the progress of the project against its objectives and advice project manager of any possible slippage. * Assisting the...
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...Section 5 School Examples, Student Case Studies, and Research Examples • School Examples, page 5.3 – School-Wide Screening, page 5.4 – Progress Monitoring, page 5.5 – Tiered Service Delivery, page 5.9 – Data-Based Decision Making, page 5.13 – Parent Involvement, page 5.16 – Resources, page 5.22 August 2006 Overview In November 2002, the United States Department of Education requested that the National Research Center on Learning Disabilities (NRCLD) identify, describe, and evaluate the implementation of responsiveness to intervention (RTI) in elementary schools throughout the United States. The NRCLD staff worked with the six Regional Resource Centers (RRCs) to identify potential sites and solicit school participation. More than 60 schools across the country initially were considered, and information from 41 of those schools was submitted. The NRCLD research staff reviewed the extensive amount of information submitted and judged that 19 of those schools were engaging in one or more commendable RTI practices based on a review of the following six components of an RTI service-delivery model: • School-wide screening. Screening is a type of assessment characterized by quick, low cost, repeatable testing of critical academic skills or behaviors and can be administered by individuals with minimal amounts of training. A screening measures whether a student should be judged at risk. If a student meets the criteria for at-risk status, he or she is considered for more in-depth...
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...The Communication on Progress of PT. Martina Berto Tbk .- Martha Tilaar Group Page 1 TABLE OF CONTENT The statement of CEO of Martha Tilaar Group Page 5 Overview Page 6 Introduction Page 7 Strategy, Governance, and Engagement Page 11 Criterion.1 : Strategic aspect of Global Compact Implementation Page 11 Criterion 2: The description of effective decision-making processes and systems governance for corporate sustainability Page 14 Criterion 3: The description of engagement with all important stakeholders Criterion 4: The description of actions taken in support of broader UN goals and issues Page 21 Page 23 Criterion 5: Page 24 Criterion 6: The description of commitment, strategies, policies in the area of human rights The description of effective management system to integrate human rights principle Page 27 Criterion 7: The description of effective monitoring and evaluation mechanism of human rights integration Page 28 Criterion 8: Standardize performance indicators in human rights Criterion 9: The description on commitment, strategies or policies in the area of labour Page 29 Page 30 The Communication on Progress of PT. Martina Berto Tbk .- Martha Tilaar Group Page 2 Criterion 10: The description on effective management system to integrate the labour Principles Page 32 Criterion 11: The description on effective monitoring and evaluation mechanism of labour...
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...Ministry of Food and Disaster Management (Food Division and DMR Division) Ministry of Health and Family Welfare Ministry of Industries Ministry of Local Government, Rural Development and Cooperatives (LG Division and RDC Division) Ministry of Planning (Planning Division, Statistics and Informatics Division and IMED) Ministry of Primary and Mass Education Ministry of Social Welfare Ministry of Water Resources Ministry of Women and Children’s Affairs Coordinated by the FPMU, Food Division Ministry of Food and Disaster Management with technical support from the National Food Policy Capacity Strengthening Programme (NFPCSP) ISBN 978‐984‐33‐5416‐7 Published by FPMU, Ministry of Food and Disaster Management. For copies/update on the Monitoring Report please contact: DG, FPMU – Khadya Bhaban, 16 Abdul Ghani Road, Dhaka‐1000; dg@fpmu.gov.bd ii Table of contents _____________________________________________________________________________________________ Table of contents ........................................................................................................................... iii Acronyms...
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...of Effective Communication in the Workplace I honed my communication skills on joining Moss Adams Accounting and Business Consultancy Company. I had already completed college when the company put up job adverts through posters. Applications were supposed to be sent through the company's website. After making my job application, I received an email notification after six hours that my application had been received. I also received a phone call inviting me to attend an interview after one week. Two days after the interview, I received a call informing me that I was among the people that had been selected for the job. I was told that the letter of offer had been sent to my email address. The letter of offer asked me to start attending training that would commence in two days and inform the company whether I could make it attend the training. I responded to the email with a message of acceptance and willingness to start attending the training immediately. Two weeks later I was deployed to work after sharing information about the travel time and career development monitoring by my supervisor. I agreed to the terms, and the supervisor introduced me to the people I were to work with in a brief meeting. Then the supervisor asked me to ask fellow workers to help me in case there was a problem. He also asked me to consult him when it was too difficult a problem to handle with my fellow workmates. He could make a phone call often to ask about my work progress and correct any...
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...the company has lost and look to you for answers. For this reason, and many others an effective project manager should build project controls into their project as the work progresses. “Project Controls encompass the people, processes and tools used to plan, manage and mitigate cost and schedule issues and any risk events that may impact a project” (projectcontrolsonline.com). Implementing project monitoring and control measures allows the project manager to effectively understand and communicate the project’s progress (R, 2009). In order to effectively monitor and control a project the project manager must work towards promoting a culture of accountability and responsibility while cementing their authority. Maintaining effective accountability for a project starts with the organization, supervisor, or the person that assigns the project to the project manager. It is their responsibility to effectively communicate to the project manager the level of “authority they will be given for each project they manage (Charvat, 2002)”. Problems such as “conflict, confusion, and communications (Charvat, 2002)”can result from a lack of direction at the outset of the project. It is then up to the project manager to determine whether the appropriate level of authority has been bestowed given the complexity of the project. Most projects span multiple departments; the project manager cannot effectively complete their...
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...marketing/brand management, general management, coordination, communication and information sharing , handling escalations, facilitating induction and training of new staff, handling customer complaints, ensure prudent management of resources, preparation of daily and periodic progress reports, developing performance management and review indicators for monitoring and evaluation (PDR), handling grievances and discipline issues, succession planning and staff development, identifying new opportunities for existing and new products, evaluating customer research, competitor analysis, submitting monthly reports to the area manager. Identifying and monitoring sales activations. Managing annual centre budgets. Implementing company promotions and strategies. Assistant Manager: sales and marketing- Safaricom Ltd Responsibilities: Frequently showing how products and services work, and when a purchase is made, follows up with the buyer. Aiding the sales manager in promoting teamwork and inspire staff by offering incentives or bonuses. Providing targets and motivating staff to attain targets. Securing client and produce accounts for the team supervisor and oneself. Help in recruiting and training of sales staff. Regularly dealing with issues and sensitive enquiries. Arranging staff work and rotation. Dealing with finances of the section. Handling cash returns and the day’s sales. coordination, supervision, communication and information sharing , guiding junior staff, facilitating...
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...CAREER EXPLORATION PROGRAM (PROJECT FIGARO) PROJECT PLAN APRIL 2015 Document versions and key changes: Version | Issue Date | Key Changes | Author | 2.0 | April 25, 2015 | Updated WBSUpdated PERT/CPMUpdated Organizational Chard | Monitoring & Control Committee | Approved by: Version | Name | Function | Signature/Email | 2.0 | Sorono, Terence | Project Sponsor | | TABLE OF CONTENTS Executive Summary of Project 1. Project Title 2. Introduction 3. Background 4. Goals and Objectives 5. Scope 6. Time Frame 7. Cost Management Plan 8. Benefit Analysis 9. Risk Assessment 10. Milestones 11. Assumptions 12. Constraints 13. Critical Barriers 14. Deliverables and Key Users 15. Approach 16. Schedule 17. Communication Plan 18. Quality Management Plan 19. Appendices Executive Summary of Project Project Name: | Career Exploration Program (Project Figaro) | Date: | 29 April 2015 | Submitted To: | Prof. Terence Soroṅo | Objectives:The main objective of this project is to guide the students in choosing their courses in college through established means of exploring their passions, talents, and interests and eventually, pursuing a career they are most interested in. Project Deliverables & Key Users:In summary, this project aims to: 1) Design a seminar program that will help students identify their passion, explore them, and find ways to turn them into career opportunity...
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...and classroom assistants often get involved in group work that is aimed to provide interventions for children whose development is not progressing at the expected rate or pattern. These types of groups may be advised by the SENCO or they may be in conjunction with other agencies and professionals linked with the school. SOCIAL SERVICES Social Worker-In the cases where social services have become involved with a child and their family; this may be for a variety of reasons and may also be because the parents have asked for support, a social worker may be involved with monitoring the childâ€TMs development. Social workers also work with children looked after (those who are in care) and monitor their progress through working with the school....
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...Equalities Impact Assessment Corporate Communication Strategy and Action Plan Date: March 2009 EQUALITY IMPACT ASSESSMENT Equality Impact Assessment - Policies | | | |Title of policy being assessed: |Corporate Communication Strategy/Action Plan | |Department and Section: |Chief Executive’s | | |Public Relations | |Names and roles of officers completing this assessment: |Head of Public Relations | |Contact Telephone Numbers: |0116 305 6272 | |Date assessment completed: |5th March 2009 | |Defining the policy | | ...
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...for change Methods of assessing risks & uncertainties System theory & process design?? Methods for planning change Feasibility and viability of the change for stakeholders Identification of human and financial factors in the consideration of resistance to change Bridges Transition Model – Purpose, Picture, Plan & Part Clear communication of change Importance of involving people to facilitate effective change Identify motivational factors for staff in change process ( Information to staff & when) Develop and change of implementation plan incl details of monitor / review the changes Techniques / monitoring & evaluating outcomes 1. Create a Plan Plan Do Revew A successful plan for implementing change in the workplace includes 5 stages: Present the case for change, emphasizing what the employees will gain from it. Develop strategies for informing and coaching employees through stages of resistance. Provide clear, accurate and detailed information. Prepare by anticipating potential issues and prepare ways to avoid or overcome them. Decide on a method for monitoring progress. 2. Communication Announce the change as soon as authorized to do, preempting harmful rumors. Hold a group meeting and provide clear and accurate information. Impart as much information as possible and maintain an open line of...
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