...Running Header: Strategic Program Management Worksheet Strategic Program Management Worksheet Doreen B. Lewison University of Phoenix Bruce Thomas July 26, 2010 Strategic Program Management Worksheet Table for Assignment One |A: Concept |B: Application of Concept in Scenario |C: Citation of Concept in Reading | |Project Considerations ~ The |John Thomas, chairperson, board of |“Many firms that are heavily involved in project | |question is how much autonomy the |directors, gave attention to the status of |management have created a flexible management | |project needs in order to be |individual projects and the major impact |system that organizes projects according to | |successfully completed. |affecting revenues, costs and operating |project requirements” (Gray & Larson, 2006, p. 54)| | |metrics, such as student –to-teacher ratio.| | |Project Management Structure ~ |Both Nancy Anderson, executive director and|“One functional area plays a dominant role in | |Functional organization |Jeff White, business development manager |completing the project or has a dominant interest | | |combine efforts to improve the school’s |in the success of the project. Under these | | |financial...
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...Running head: STRATEGIC PROGRAM MANAGEMENT WORKSHEET Strategic Program Management Worksheet University of Phoenix MMPBL/510 August 28, 2010 Strategic Program Management Worksheet |Concept |Application of Concept in the Scenario |Reference to Concept in Reading | |Project Considerations |The question is how much autonomy the project needs in order to be successfully |“Many firms that are heavily | | |completed. John Thomas, Chairperson, Board of Directors, gave attention to the |involved in project management | | |status of individual projects and the major impact affecting revenues, costs and |have created a flexible | | |operating metrics, such as student-to-teacher ratio. |management system that organizes | | | |projects according to project | | | |requirements” (Gray & Larson, | | | |2006, pg. 54). | |Project Management |Both Nancy Anderson, Executive Director and Jeff White, Business Development |“One functional area plays a | |Structure:...
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...Strategic Program Management Worksheet MMBPL510/Implementing Organizational Objectives January 23, 2012 Clifford Olson Strategic Program Management Worksheet |A: Concept |B: Application of Concept in Scenario |C: Citation of Concept in Reading | |Strategic Management Process: |“Along with the school’s executive director, the |Gray, C.F., & Larson, E.W. (2006) Project | |“Strategic management requires |Board has adopted a new strategy that uses |Management: The Managerial Process (3rd | |strong links among mission, goals, |business development as the model to increase |ed.). McGraw-Hill/Irwin. | |objectives, strategy, and |funding sources and revenues. The three-year | | |implementation” (Gray & Larson, |strategic program plan includes a number of new |Foundation Schools Scenario. (2012). | |2006). The process consists of four|projects to help realize this new vision. The |Retrieved from: UOPX library. | |stages: 1) Review and define the |first year of the plan has just been completed and| | |organizational mission, 2) Set |is slated for Board review. John Thomas, CEO, has | | |long-range goals and objectives, 3)|been choosing new Board members with business...
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...T1 Consultants The Case of Community Health Initiatives MBA #511 (Stark) Spring 2011 Team #1 Prepared by: Jim Arthur Bob Bordine Wanyun Zhong (Emily) Lu Tang Jason Blevins Respectfully Submitted: October, 2011 A Plan for Stephanie & CHI TABLE OF CONTENTS Plan summary…………………………………………………………………………3 Budgeting Process…………………………………………………………………….4 Dash Board……………………………………………………………………………5 Non-Profit Ratio Measurements’/Standards………………………………………..9 Professional Development..................................................................................….....12 14 Rules for Managing the Board…………………………………………………..13 Closing Statement……………………………………………………………………16 Appendix……………………………………………………………………………..17 Supplemental Dash Board calculations…..………………………attached via Excel Plan Summary Community Health Initiatives (CHI) is a nonprofit whose mission is to provide education and support to chronically ill individuals and their families who reside in the surrounding metropolitan area. Stephanie has recently been hired as the director of finance of CHI and faces many challenges as the organization has doubled in size over the past year. The goal for both CHI and Stephanie is to develop a plan which Stephanie can follow over the next 3 months as she develops accounting processes that will provide the CHI leadership (executive director...
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...Data Management Analyst; February 2014 to Present • Act as the key Star Team Librarian with processing of multiple transcations with in system daily • Develop naming and definitions for NAVSEA (FSE), Navy (FNN), NAVSUP (FSU), Planning (PLN), Personnel (PER), and Acquisition (ACQ), Strategic Systems Planning (FSP or SSP) • Create metadata for NAVSEA (FSE), NAVSUP (FSU), Planning (PLN), Personnel (PER), and Acquisition (ACQ), Financial Navy (FNN), Financial SSP (FSP). • Review documentation for proper accuracy and standard before entering information into Star Team. • Swapp Source Analysis Worksheets (SAWs) in Star Team on both Change Request (CR) section and Document Analysis sections, and swapp metadata in the Change Request (CR) section, as for it is no longer being stored in the Document Analysis section. • Link worksheets from Change Request section to Document Analysis sections in Star Team. • Review and analyze materials for data dictionaries. • Change Metadata, Worksheets, for Data Element name changes, Source name changes and updated definitions. • Correct metadata for various tables. • Approve new/modified data element names prior to physical implementation. • Update Data Element Metadata Collection • Verify definitions in Business Objects PROD (Production) to match any corrections made in dictionaries. • Maintain Metadata for operational and data warehouse • Verify correct changes were made to all worksheets and metadata. Assistant Facility Security...
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...Executive Summary: The objective of this report is to evaluate investment opportunities for Strategic Capital Management, LLC regarding stocks of Creative Computer and/or its subsidiary firm Ubid. The analysis deduces arbitrage to be the best investment strategy. Strategic Capital Management (SCM), LLC: SCM is a recent entrepreneur venture founded by Elena King and two of her fellow classmates. The company has currently generated 20 million dollars and aims for annual returns of 10 percent. Its investors are charged a management fee of 2% of assets under management and an incentive fee equal to 20% of profits. Moreover company policy requires investors to keep their money invested for a minimum of two years. Recent meetings with prominent analysts, Henry Blodgett of Merrill Lynch and Mary Meeker of Morgan Stanley have indicated the Internet Sector to hold promising investment opportunities, therefore Creative Computers and its subsidiary Ubid present potential prospects for investment. Analysis: Internet Sector: Dot-com Bubble The dot-com bubble has enabled the Internet sector and its related fields to yield earnings at an above-average rate relative to the market. Hence the expected return on these growth stocks is great (see figure below). However these investments involve an inherent risk that must not be ignored. Because this sector is categorized by strong competition the need for innovative and skillful business strategies is a must. ** (Note: since...
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...Running Head: Human Capital Concepts Human Capital Concept Worksheet University of Phoenix MMPBL/530 September 12, 2011 Human Capital Concepts Worksheet Concept Application of Concept in the Scenario Reference to Concept in Reading Behavioral Impact of HRM Practices Interclean sales staff have been marginalized by the application of new concepts that do not reference their existing skillset. If Interclean had developed a training program around the existing skillsets of their current employees, the employees would feel as if they were participating in the transition, rather than being shuffled around and forced to do the same tricks as the other trainees. Janet Durham specifically requested that HR keep the employees in the dark regarding the changes, rather than involving them in the process because “it will be a challenge for all of us to play this diplomatically” The speed with which the changes are to take effect in Interclean is a major factor in this discomfiture, since it accelerates the disenfranchisement of those left out of the loop. “Measures of job performance (or some other reasonable dependent variable, say, the amount of knowledge possessed about a particular topic) are collected among a target group of employees before the group is exposed to a training program. Then, posttraining performance data are gathered and compared to the pretraining measures.” (Dreher & Dougherty, 2001). Attributes of Staffing Systems The career system...
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...RUNNING HEAD: TEAM B – The Foundation Schools Generic Benchmarking Worksheet The Foundation Schools Generic Benchmarking Worksheet Tiesha Brewster, Christopher Jones, Jonathan Moreno, Kicia Robinson University of Phoenix MMPBL 510/Implementing Organizational Initiatives Jennifer Brodie April 11, 2011 Table of Contents Introduction.……………..…………………….…………………………………………. 3 Generic Benchmarking Worksheet.…..….….…………………………………………. 3 Individual Contributions…………………….………………….………………………… ? References..………………………….……………………………………………………. ? The Foundation Schools Generic Benchmarking Worksheet Task A: Problem/Opportunity Statement | Instructions for Task A: In the Response row, write out the problem/opportunity statements for the scenario for each of the team members. | Response to Task A: Tiesha: Foundation Schools are serving over 1,000 students and wanting to increase enrollment by 5% per year. The board has great ideas of adopting a new strategy that uses business development as the model to increase funding sources and revenues. Using the three year strategic program plan the board will include a number of new projects, visions, and plan. The board can continue with the new visions, projects, and plans for the schools by keep raising money, new ideas of raising money and keeping the directors educated with the innovations need to be the leaders in this field. Christopher: Foundation Schools is a non-profit schooling system created to benefit those students...
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...competitive advantage, with an emphasis on understanding the current environment and innovation in which the organization competes and forecasting how that environment may change. Course assignments focus on the practical application of writing and critical-thinking skills and the integration of professional practice at the doctoral level. Learning Objectives Stated in Terms of Learning Outcomes By the end of this course, you will be able to: * Demonstrate an understanding of the evolution of traditional concepts of strategic management and thinking, including models of business-level competitive advantage * Evaluate contemporary challenges to traditional strategic management and thinking models * Apply systems-thinking principles to the framing and analysis of business problems and opportunities * Develop innovative business strategies designed to achieve sustainable solutions * Synthesize principles of sustainable strategic management and thinking into a viable problem statement for use in the Doctoral Study project Course Materials Texts Harvard Business School Press. (2005). Strategy: Create and implement the best strategy for your business.Boston, MA: Author. Senge, P., Smith, B., Kruschwitz, N., Laur, J., & Schley, S. (2010).The necessary revolution: How individuals and organizations are working together...
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...BENCHMARKING WORKSHEET The Foundations Schools Generic Benchmarking Worksheet Deanna Fields, Kicia Gaines, Edward Thaxton University of Phoenix MMPBL/510 Implementing Organizational Initiatives Professor Joel Maier September 20, 2010 Task A: Problem/Opportunity Statement – Edward Thaxton The objective of our research study is to employ a team-based approach to identifying problem opportunity statements, effectively conduct generic benchmarking research, identify successful and unsuccessful generic benchmarking companies and recognize potential solutions to our problem opportunity statement and end-state goals. The design of the study includes peer-reviewed references, and utilization of a generic benchmarking worksheet. The team's approach to the research methods was to research the generic benchmarking information individually and incorporate our findings into one manuscript. Furthermore, the team-based research approach will provide enhanced solutions from three different perspectives and allow us to be more successful in our research, generic benchmarking methodologies and solution identification for California School Districts and Princeton Review. Task B1: Benchmarking - California School Districts – Kicia California’s 978 school districts receive the majority of their funding through a formula known as “revenue limits.” Revenue limit funds can be used by school districts for general purposes, unlike funds received through categorical programs, which include...
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...Worksheet — Business and fraud risk identification 511 Page 1 of 7 Entity Period ended Objective: To provide additional guidance on business and fraud risk identification. First identify sources of risk through understanding the entity (Form 510). This worksheet provides some additional sources of business and fraud risk that may be considered along with some typical control procedures. Cross reference the additional risk factors identified to Forms 520/522 (or their equivalent) where the risks can be assessed. This form does not include risks that relate to a particular industry or to a particular engagement. Note: Many business risks also create opportunity for fraud to occur (such as a new accounting system). Record such risks on both Form 520 and Form 522. 1. Corporate governance structure Consider corporate values, direction, major decisions, spending and internal control systems. Business risk factors Poorly skilled or inexperienced directors No audit committee Lack of board members who are independent of management No strategic business plan No code of conduct Infrequent board meetings Poorly skilled or inexperienced audit committee Limited or no internal audit function Management dominated by a single person or a small group Inadequate policies and internal controls over major decisions and expenditures Management roles and responsibilities not clear (no senior management job descriptions) High turnover in board, management or accounting personnel Fraud...
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...from Crisis to Crisis Priorities change from minute to minute High Stress diminishes customer service Costs are difficult to contain PCI Associates 4 What needs to be planned? Resources Information Systems Finances Services Products Materials Labor Equipment Facilities 5 PCI Associates SALES AND OPERATIONS PLANNING PCI Associates 6 Sales and Operations Planning All functions are aligned on one business plan CUSTOMER Strategic Plan Business Plan Sales and Operations Planning (Integrated set of Numbers) Mfg. Lab Finance HR Sales & Mktg. Aggregate Sales Plan Key Accounts Recruitment and Training Plans Territories Prd’n Plan Master Schedules Inventory Plan Raw Material Schedules New Product Development Plans Data Integrity Simplified Reporting and Accounting Capital Expenditure Plans People and Skills Req’ts Detailed Plans and Milestones Countries PCI Associates DM Program Resources and Education on US-Dylan - Doc #379 --S&OP Executive Overview.ppt 7 S&OP 101 S & OP is a process led by senior management that, on a monthly basis,...
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...organizations need to be thinking about succession planning. The most important reason, of course, is that we rely on staff to carry out our missions, provide services and meet our organization's goals. We need to think about what would happen to those services or our ability to fulfill our mission if a key staff member left. Another reason to focus on succession planning is the changing realities of workplaces. The impending retirement of the baby boomers is expected to have a major impact on workforce capacity. Teresa Howe in "Succession Planning and Management" identified other emerging realities about the workforce in Canada: • Vacancies in senior or key positions are occurring in numerous organizations simultaneously and demographics indicate there are statistically fewer people available to fill them • Baby boomer retirements are on the rise just at the time when the economy is growing and increasing the demand for senior management expertise • There is no emerging group of potential employees on the horizon as in past generations (i.e. baby boomers, women entering the workforce, large waves of immigration) • Many organizations eliminated middle manager positions during restructuring in the 1980s and 90s and no longer have this group as a source to fill senior level vacancies • Younger managers interested in moving up do not have the skills and experience required because they have not been adequately mentored. This is...
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...Tuck School of Business Dartmouth College Fall Quarter B 2010 Professor Kevin Lane Keller STRATEGIC BRAND MANAGEMENT Course Times/Places Class Meetings: Office Hours: Mondays and Tuesdays 8:30 – 10:00 & 10:15 – 11:45 Borelli classroom By appointment: Tuesdays, 12:30 – 2:00 Room: Woodbury 315 (Phone: 646-0393) E-mail: kevin.keller@dartmouth.edu Alison Pearson Room: Tuck 205I (Phone: 646-2515) E-mail: alison.pearson@dartmouth.edu Academic Coordinator: Required Text Kevin Lane Keller, Strategic Brand Management, 3rd edition, Prentice-Hall, 2008. Course Objectives Some of a firm’s most valuable assets are the brands that it has invested in and developed over time. Although manufacturing processes can often be duplicated, strongly held beliefs and attitudes established in consumers’ minds cannot. This mini-elective provides students with insights into how profitable brand strategies can be created. It addresses three important questions. How do you build brand equity? How can brand equity be measured? How do you capitalize on brand equity to expand your business? Its basic objectives are to (1) provide an understanding of the important issues in planning and evaluating brand strategies, and (2) provide the appropriate concepts and techniques to improve the long-term profitability of brand strategies. The course consists of lectures, exercises, and case discussions. The course content has relevance to students pursuing a variety of different career goals in virtually any...
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...Foundations Schools Generic Benchmarking Worksheet Team A University of Phoenix The Foundation Schools Generic Benchmarking Worksheet Task A: Problem/Opportunity Statement | Response to Task A: Problem Statement – The problem faced by Foundation Schools is the lack of committed board members to the set vision and goals. This could depict that there are too many programs in the objectives. The board of directors needs to analyze the program management to determine the viability of the projects. This way Nancy could select specific programs to run that will quickly realized the company’s vision, using what resource is availableProblem Statement – The board of Foundation School lacks the commitment to the mission and vision, to achieve their goals of growing enrollment and increasing revenue the school must embrace program management. Through the use of effective program management, Foundation management can prioritize the projects and staff with the appropriate resources to accomplish each task.Problem Statement – Foundations School major problem is the lack of follow- through necessary to achieve their goals and objectives. Everyone on the board has different plans on how to achieve increase in revenue and the resources to use that the communication surrounding the implementation has been unclear. The board’s strategic plan has to be clear, concise, provide strict guidelines and direction to achieve their objectives in the next two years.Problem Statement – Foundation...
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