...Risk Identification There are many tools and techniques for Risk identification. Documentation Reviews • Information gathering techniques o Brainstorming o Delphi technique – here a facilitator distributes a questionnaire to experts, responses are summarized (anonymously) & re-circulated among the experts for comments. This technique is used to achieve a consensus of experts and helps to receive unbiased data, ensuring that no one person will have undue influence on the outcome o Interviewing o Root cause analysis – for identifying a problem, discovering the causes that led to it and developing preventive action • Checklist analysis • Assumption analysis -this technique may reveal an inconsistency of assumptions, or uncover problematic assumptions. • Diagramming techniques o Cause and effect diagrams o System or process flow charts o Influence diagrams – graphical representation of situations, showing the casual influences or relationships among variables and outcomes • SWOT analysis • Expert judgment – individuals who have experience with similar project in the not too distant past may use their judgment through interviews or risk facilitation workshops Risk Analysis Tools and Techniques for Qualitative Risk Analysis • Risk probability and impact assessment – investigating the likelihood that each specific risk will occur and the potential effect on a project...
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...Australia Email: ranzcr@ranzcr.edu.au Website: www.ranzcr.edu.au Telephone: + 61 2 9268 9777 Facsimile: + 61 2 9268 9799 2 CONTENTS 1. INTRODUCTION……………………………………………………………….3 2. WHAT IS A TRAINING NEEDS ANALYSIS? ………………………...……4 3. BENEFITS OF UNDERTAKING A TNA……………………………………..6 4. INITIAL QUESTIONS ………………………………………………………..6 5. METHODOLOGY………………………………………………………………8 6. TRAINING NEEDS IDENTIFIED……………………………………………11 7. RECOMMENDATIONS………………………………………………………18 8. CONCLUSION………………………………………………………………...22 9. REFERENCES………………………………………………………………..24 10. BIBLOGRAPHY……………………………………………………………….26 11. APPENDIX 1…………………………………………………………………..27 12. APPENDIX 2…………………………………………………………………..28 13. APPENDIX 3…………………………………………………………………..36 Education and Research Portfolio Training Needs Analysis 22 July 2011 Page 2 1) INTRODUCTION This training needs analysis (TNA) has been conducted to ascertain the training needs and priorities of members of the Royal Australian and New Zealand College of Radiologists (“the College’). Findings from the TNA will assist in shaping the Learning and Development Framework, which, in turn, will influence the future direction of training and education at the College. The Learning and Development...
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...Microsoft Office System Customer Solution Case study REI Improves Its Product Development Processes by Integrating Process and Project Management Tasks “REI is combining the best of what Visio and Apprentice Process Modeler do for process modeling; what Project and PM Solutions do for project management; what SharePoint does for collaboration and document management; and what Outlook does for communication and collaboration. It’s all tied together with the Microsoft .NET Framework.” Kevin Myette Director of Business Operations REI (Gear and Apparel) Successful manufacturers of retail products, like Recreational Equipment, Inc. (REI), need to consistently develop high-quality products and decrease the time it takes to deliver them to market. To do that, they must efficiently manage product development processes, projects, and information. The REI Gear and Apparel division is taking an integrated process and project management approach to designing, managing, and tracking its product development processes and projects while collaborating and managing the workflow online. REI is combining Microsoft .NET technology, the Microsoft Office Enterprise Project Management (EPM) Solution, and software based on Microsoft Office Visio 2003 to create an integrated business solution it can use to model as-is business processes, experiment with what-if scenarios, and then convert the optimized processes into detailed project plans. Project managers can further develop these plans, assign...
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...of WW. Refer to Case Study. Wobbly Wheels is a regional transportation and distribution company headquartered in Wilmington, Delaware. The business provides reliable and speedy shipping and distributions to customers in between their 6 distribution terminals the mid-Atlantic region (Philadelphia PA, Baltimore MD, New York City NY, Washington DV, Newark NJ and Wilmington DE). 2. Business Strategic Objectives - From the information in the Case Study, list the three strategic objectives. Next add a new strategic objective of your own - one that you consider important to the current and future health of WW’s business. It should be a statement of how the management team would improve the business of WW. In order to meet with growth and cost goals, three strategic objectives were identified in a recent management team meeting: 1. “Provide warehousing services for customers” who want to reduce delivery time to their customers by having product available locally. 2. “Improve the percent of loaded miles” in the fleet to reduce cost by coordinating pickup and delivery of the freight at the same time in the same geographic area 3. “Provide customers with accurate delivery dates and times” by tracking freight in the terminals and on the trucks. An additional goal, which I see neglected is the company’s performance goal in providing speedy pickup and delivery goals; Wobbly Wheels’ goal is to pick up 98% of freight within 24 hours of availability. 3. IT Vision...
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...Operational risk An operational risk scorecard approach Operational risk scorecards have been in the spotlight since the Basel Committee on Banking Supervision’s 2001 paper on op risk treatment under Basel II. In the first of two articles, Ulrich Anders and Michael Sandstedt of Dresdner Bank examine what, specifically, these systems seek to accomplish – and what implementing them entails he analysis of operational risk is a relatively new area, though it is increasingly essential. From market and credit risk it can easily be understood what risk is and how it can be assessed – market risk results from the market portfolio of the company, credit risk results from the credit portfolio of the company. But what do we want to assess in operational risk? Operational risk is the risk of a loss resulting from inadequacies or failures in processes due to technology, personnel, organisation or external factors.1 What is being assessed, therefore, is the business processes of the company that are operational therein. Compared with the market or credit portfolios of the company, the business processes of the company could also be called the operational portfolio. Once we have assessed the business processes of the company, we need to report on the results. The appropriate way to do this is via an operational risk scorecard. Many reports are called scorecards. They all use scores to reflect a particular situation. For example, the famous Balanced Scorecard2 is, in simple terms, a report...
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...PM587-Course Project | December 15 2013 | Here is a brief about SGS’s Organizational Strategic Plan to include Portfolio management Plan and the changes that need to be controlled through the portfolio, Program, and the projects. The last item to cover will be how to get maximum utilization of resources by analyzing and planning | Belinda Mozel, Instructor | Martin E. Phipps 1551 Hillside Dr. Beavercreek, Ohio 45432 phippsme@yahoo.com 937-212-3431 Index Introduction * SGS in a Brief * Our History Organization Strategic Plan * Group Profile * Inspection * Testing * Verification * Certification Organization Strategic Capacity Plan * Vision * Values * Strategic Plan * Expertise * Industries * Themes Flow chart of Portfolio Process or Technical Due Diligence Service * Initial review * Agreement of work packages * Undertake work packages for projects in development and operation * Review finding with client * Final presentation Outline of Project Selection Criteria Program Management Plan * Standards Resource Utilization * Green Book * SHINE * SEI Introduction SGS in Brief Wherever you are in the world, in whatever industry, you can rely on our international teams of experts to provide you with specialized business solutions to make your business faster, simpler and more efficient. We partner with you to offer independent services...
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...Strider Director Technology & Operations Company Background Established in 1984, 210 full-time employees, 200 part-time employees. 2006 sales = $1.9 Billion. Dealing with an industry moving from Growth stage to Maturing stage. Strategic Planning Office established to propose business changes. SPO initiated PMO effort, focused on IT projects, with plans to become Enterprise PMO. Sales Systems Manager Lead Analyst Linda Starr Manufacturing Systems Manager Steven Gardner Lead Analyst Financial Systems Manager Lead Analyst Workgroup Communications Manager Adv. Systems Replacement Project Manager Director Project Mgmt. Support Larry Field Lead Analyst Lead Analyst IT at AtekPC - PMO was introduced to provide standardization in managing IT projects. Project Manager Pre-PMO (2007) IT projects are managed by development staff (Lead Analysts). Used informal approach to projects = rapid response to user requests. Struggled with changing industry that required larger, more complex projects involving multiple functional areas, which was overtaxing current management methods. PMO Director Mark Nelson Project Manager PMO Mission Formal documentation and plans for PMO did not exist. The purpose was to have consistent project practices. Responsibilities limited to IT projects. Two...
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...BAC 416 Accounting Information System Chapter 1 Multiple choice 1. The flow and level of detail of information operations management, as internal user of information is a. horizontal b. vertical downward c. vertical (upward & downward) d. vertical upward 2. An example of information exchanges with financial institutions, as an external stakeholder, is a. stock transaction information c. inventory receipts information b. sales & billing information d. sale of goods & services information 3. A subsystem is called a system when it is a. viewed in relation to the larger system of which it is a part b. the focus of attention c. able to achieve its goals d. able to interact with the other system 4. A system is said to have the ability to achieve its goal when a. there is a convenient way of representing, viewing, and understanding the relationships among subsystems b. all parts serve a common purpose c. it can serve at least one purpose but it may serve several d. there is an effective functioning and harmonious interaction of its subsystems 5. This is processed by its information system as a unit of work. a. financial transaction b. transaction c. nonfinancial transaction d. resources 6. AIS subsystems a. process financial & nonfinancial transactions that directly affect the processing of financial transactions b. measure economic events in monetary terms c. process nonfinancial...
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... Conclusion: 9 References 10 To: Chief Financial Officer From: Chief Information Officer Date: November 29, 2014 RE: Wobbly Wheels IT Organizational Changes Introduction and Purpose: Over the past few years growth, of WW has not increased and it has remained stagnant due to the slow growth of the economy. In order to improve the growth of the organization, a few IT organizational changes are required that will help streamline the internal processes for WW to improve the overall business production and increase profit margin. Overall business can be improved by improving the current business operations, changing the roles and responsibilities of the staff members, upgrading to the new technology systems and the implementation of an IT portfolio management system. Leadership Philosophy: The leadership philosophy of the organization is to grow our business by meticulously serving the logistics needs of our customers offering excellence and value in everything that we do. Inspire our people and business partners to do their best, offering opportunities for personal development and success. Maintain a financially strong company that strives to give a competitive return to our shareholders. Our mission is to lead by example as a responsible, caring, and sustainable company making a positive difference in the communities in which we serve (UPS, INC. 2013). The memorandum addresses all the key issues in the current implementation and the solutions for those key issues...
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...Waste Management, Inc. Strategic Case Analysis Submitted for Approval to: Dr. Jifu Wang LEADING EDGE CONSULTING Houston, TX The Leaders in Waste Management Group 1 Consultants Jason Cummings Correen Harrell Deanna Lewis Jim Upchurch David Woods Page 3 of 163 Table of Contents 1.0 2.0 2.1. 2.2. Executive Summary..........................................................................8 Background Information on Waste Management ..........................9 Brief History of Company............................................................................... 9 Historical Timeline of Important Events...................................................... 11 3.0 External Analysis ............................................................................13 3.1. General Environmental Analysis ................................................................. 13 3.1.1. Political/Legal Factors.............................................................................. 13 3.1.2. Economic Factors .................................................................................... 16 3.1.3. Sociocultural Factors ............................................................................... 20 3.1.4. Demographic Factors............................................................................... 21 3.1.5. Technological Factors.............................................................................. 25 3.1.6. Global Factors ...............................................
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...Summary of Chapter 4 & 5 Management systems can and should be changed and adapted over time to match the company’s changing needs. There is increased use of outsourcing and people who work together are separated. The online revolution has made it posible for companies to virtually extend the organisational boundaries, overcome the separation, and tap into their customers, suppliers, and partners. The main approach to ensure innovation is successful is to develop an internal marketplace. Internal Market Place: where the ideas and functions of innovation can flourish in a supply-and-demand environment. Then, the true commercial value of every idea is reflected in the management attention and funding it receives. How: 1. Internal marketplaces weigh, select and prioritize innovations for their creative and inherent commercial value and worth. 2. Management funds only the projects that they perceive have great commercial value. Organisation Cycle: 1. Introduction (Start-up Companies): Creative Market. Bias toward creativity, creativity is usually bigger than value creation processes, which is a problem since value capture helps companies develop faster, better, and cheaper deliveries. They usually focus on radical innovation. 2. Growth and maturity: Balancing creative and value capture, they need adequate measurement systems to avoid bias. Mixed portfolio of incremental, semiradical, radical innovations. 3. Greater Maturity (decline): Commercial...
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...CASES FOR DISCUSSION Case 1 Terry is a senior manager in a financial services company with more than 2,000 employees. Her responsibilities since last year include supervising a $15 million portfolio of projects focused on upgrading the company’s information management systems (including hardware, software, and personnel capabilities). The projects were approved as a bundle by the Senior Vice President in Terry’s group more than two years ago—representing a great personal and organizational victory for the Vice President Terry reports to and for the IT leader who co-sponsored the projects. More than $5 million has been spent in support of the projects to date. Terry is a curious individual. In the course of reviewing project files and business cases for the portfolio of projects last night, she formed opinion that the project portfolio includes a tremendous amount of wasted money and resources. For instance, hardware purchases in the portfolio budget are 15% beyond any reasonable projection of demand; and specific sub-projects seem to be unrelated to the stated mission of the portfolio. Terry believes that there’s a more efficient way to spend the money and get the same or better results. How would you help Terry think about what to do next? Case 2 Felix is a senior project leader in a multi-business manufacturing company. An affable guy, Felix has risen in the ranks on the strength of his ability to work well with others and his meticulous organization. He is...
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...Strategic Plan Overview: American Management Association Jennifer Socorro Strategy Formulation and Implementation – MGT 578 Sharon Palmitier – Facilitator July 2, 2007 Overview The following strategic plan overview will focus on the American Management Association (AMA), where I am employed as an eMarketing Strategist. AMA “is a world leader in professional development and performance-based learning solutions” (AMA, About AMA, 2007). The bulk of our business is focused on corporate training via public seminars. As a member-based not-for-profit organization, we are devoted to helping the business community by ensuring that businesspeople are equipped with the skills necessary to thrive in today’s challenging and dynamic business environment. We offer over 170 seminars which can be attended at locations throughout the United States or delivered on-site at any organization. As was mentioned above, our customers are businesspeople interested in career development and organizations interested in developing their human resources in order to gain a competitive advantage and help them prosper within their industry. A company’s mission statement “answers the question “What business are we in?” (Pearce & Robinson, 2005, p. 37). Pearce and Robinson describe the following components as those to be included within an effective mission statement: customer market, product service, geographic domain, technology, concern for survival, philosophy, self-concept, and concern for...
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...merger patent on its hlockbuster drug Tagathat created the company, however, met was about to expire, and the SB believed that it had been spendcompany was preparing for the iming too much time arguing about pending squeeze: it had to meet curhow to value its R&JD projects-and rent earnings targets and at the same not enough time figuring out how to time support the R&X) that would make them more valuable. create the company's future revenue streams. The result was a "conWith more projects successfully strained-budget mentality" and a reaching late-stage development, widely shared belief that SB's probwhere the resource requirements are lem was one of prioritizing development projects. Paul Sbarpe is vice president and director of project management Major resource-allocation deciin neuroscience at SmithKline sions are never easy. For a company Beecham in Harlow, England. Tom like SB, the problem is this: How do Keelin is worldwide managing you make good decisions in a highdirector of the Strategic Decisions risk, technically complex business Group, an international managewhen the information you need to ment-consulting firm based in make those decisions comes largely Menlo Park. California. from the project champions who are I was spending more than half a billion dollars per year on R&.D, the N 1993, SMITHKLINE BEECHAM competing against one another for resources? A critical...
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...Dell’s Medical Information Archiving (MIA) Strategic Business Unit (SBU) project portfolio process is essential to long-term market positioning. The SBU’s mission is to maintain Dell’s current role as the leading global provider of electronic medical information solutions. Dell’s dedication to meeting these solutions is evident through a standards based approach to improvement of enhanced data management applications. Dell’s MIA SBU is able to deliver a low cost, highly efficient storage and secure data storage platform for medical records through the constant identification and research of information needs. Dell understands that traditional record filing methods are too costly and time consuming for offices to manage. The development of a mobile clinical computing platform will help to maximize productivity through enhanced automation and communication features. These features will increase data management effectiveness by offering more cost effective, secure, timely, and accessible files. The MIA SBU has identified that customers have limited storage capabilities, but an increasing storage demand. Development of an open shelf file storage system provides customers with a cost effective approach to storing more files off-site. The off-site location is a secure database capable of offering fast retrieval and delivery of medical files. The project portfolio process will identify viable avenues to Dell’s retention of MIA market shares. Projects will be scrutinized...
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