...List of Abbreviations PM Performance Management PMS Performance Management Systems PMT Performance Measurement BS Balanced Scorecard PMA Performance Measurement Analytics Introduction Performance Management (PM) has become an important part of today’s management tools. PM in general tries to increase organisational effectiveness by setting up measurements and goals for individuals, department and the organisation as a whole. It also aims to set goals both strategic and operational for the organisation using PM. To achieve the pre-set goals people and resources working in the organisation need to work as reliable and efficient as possible. To make PM a tool which can be handled in an easier more management friendly way different Performance Measurement Systems (PMS) have been created over time. I am going to talk about one of them The Balanced Scorecard later on. The PMS goal is to link the different performance figures and give a quick and precise view of the company’s performance also taking intangible assets into account. After talking about the theoretical part of PM I try to give an insight in the more personal approach of PM by looking at the behavioural factors contributing to PM. PM needs to be supported by everyone who is part of both the planning and the executing of the tasks. The personal behaviour towards PM and its indicators have especially changed in the last couple of decades due to a shift in the economy from a mostly static work environment with...
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...Toolbox for case study: EMC with PMI; Excellence on a Global Scale. A PM’s ‘toolbox’ includes numerous tools and techniques. In order to produce a successful project, a PM must integrate the shareholder’s needs and expectations with the knowledge areas (Carstens, D., Richardson, G., Smith, R., 2013) as illustrated below. Stakeholders’needs and Expectations | 9 Knowledge Areas | | ProjectSuccess | | Core Functions | | | | Scope Mgt. | Time Mgt. | Cost Mgt. | Quality Mgt. | | | | | | | | | | | PROJECT INTEGRATION MANAGEMENT | | | | | | | | | | | HR Mgt. | Communication Mgt. | Risk Mgt. | Procure Mgt. | | | | Facilitating Functions | | | 1. Stakeholders. I would begin the customization of my management toolbox by taking the time necessary to identify the unique groups and individuals for the project. With limited resources in a highly competitive market, I would want to do everything possible to ensure that relationships that matter the most for the benefit of the project were the focus. I would want to cluster the candidates according to common needs and expectations. I would start by asking key questions. Does the candidate have a fundamental impact on the success of the project? Can the PM clearly identify what is desired from this candidate? Does the PM want to foster growth in this relationship? Can the project/PM exist without this candidate? Can this candidate remain loyal to the primary project first? I see this as...
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...Performance Management (PM) is a common tool in today’s organizations. In fact, in a survey taking into account 1,200 organizations, 95% declared to use a formal performance evaluation system (Stoskopf, 2002). Therefore, PM is seen as one of the most important HRM functions, if not the most important. For instance, some companies saved millions thanks to it, like the South Dakota Department of Transportation, in using SAS for PM (Leidholt, 2008). This highlights a new trend: companies, such as SAS, specialized in PM and that sell their knowledge to organizations looking for more profit. Also, PM softwares are now common on the market. For example, Hyperion is a global leader in business performance management software and its success is easily understandable when considering that more than 79% of the 600 executives surveyed by Hyperion “reported that they rely on business performance management software to help them manage through the challenging economic climate” (Business Finance Magazine, p.1). All these elements show us the importance of PM. We will first have an overview of what PM is, then explore how it is related to other HRM functions, then determine the critics and limitations of PM, and finally find ways to improve PM. Performance Management “provides a means of combining business strategy and technological structure to direct the entire organization towards accomplishing common organizational objectives” (Ariyachandra & Frolick, 2008, p.113). PM allows attaining and...
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...Channel profile p Agency Working process & Planning Process & Tools used NMS findings Media Planning process Channel performance Channel reach & share Peak Vs Off peak analysis Resources/tools to use R / l Market, Industry & data analysis GREY : At a Glance Name Establishment Corporate Address No. of employees Male Female ratio No. of Clients No of Department : GREY Advertising BD Ltd. : 1996 : House # 6, Road 137, Floor 5, Block SE(D), Gulshan 1, Dhaka – 1212. : 75 : 5:1 : 18 : 6 (Client Service, Media, Creative, Finance, IT & HR) 2 Major Clients acquired by GREY Brac is world s largest Micro Financer Brac is world’s largest Micro Financer The Daily Prothom Alo Th D il P h Al Largest National Newspaper 3 Team Experience Grid Project Media AOR Media AOR Media AOR Media AOR Media AOR Media AOR Client Aktel P&G Reckitt Benckiser Apex GSK Nokia Person Md. Abdullah Al Kafi Yeasin Arafat & Md. Shah Alam Md. Abdullah Al Kafi & Md. Shah Alam Md. Abdullah Al Kafi, Md. Ziaunnur Md. Shah Alam Tanvir Yeasin Arafat Role Sr. Media Planner Media Planner Sr. Media Planner Media Planner Sr. Media Planner Media Executive Media Planner Media Planner Activity value (in BDT) (i ) 550 million 30 million 120 million 80 million 90 million 250 million Expertise Particulars Abdullah Al Kafi Mobile Operator/Handset Development Organizations / NGOs Media relations Strategy, Strategy planning and buying Media Training Media tools development International exposures Crisis management...
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...Management By Project vs. Management By Objectives What is Management by Project (MBP)? In the marketplace of ideas, MBP is a direct competitor to Management by Objectives (MBO) - the prevailing style of organizational management for over 50 years. MBP is relatively new, but it is a very potent improvement over MBO. That's why I believe MBP is the next great frontier of organizational leadership and organizational management - if we can give MBP a strong foundation. This article defines MBP in a new way, so that it is more competitive with MBO. This article also shows how MBP can benefit from the "radically simple" implementation of Earned Value Management (EVM) that we explored in the previous two articles in this series [1][2]. What is MBO? Management by Objectives is a "technique used to manage people based on documented work statements mutually agreed to by manager and worker. Progress is periodically reviewed, and in a proper implementation, the worker's remuneration is tied to performance."[3](p.339). MBO "is the prevailing style of management in most organizations" and it "entails giving employees goals/targets, measuring their performance against these targets, and then ranking them against their peers or some other performance appraisal system."[4] The Case Against MBO In 2004, Joseph F. Castellano wrote a compelling paper that demonstrates how MBO can lead directly to unhealthy internal competition, unethical behavior, and a work environment of fear and...
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...has reached. Another advantage of this system is its ability to account for shrinkage (theft) and inventory turnover. The periodic system (used in smaller retailers) used to take a physical count of inventory at periodic intervals to replenish the inventory. This system would be most beneficial for companies that do not have products with UPC or bar codes, such as details and has purchased in large quantities at a time. In this case, someone on a line would monitor the level of the bin and notify a manager when an order would need placed. IQ pos streamline point of sales manage through very effective, reliable and tools that are flexible enough to manage many operations in its entirety. IQ banquet delivers a range of features to control your group room sales, catering operations, increase staff and management productivity. IQ banquet and integration to IQ PMS, provides sales and manage...
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...Existing Schedule | |Proposed Schedule | | | |25 June 2011 8:00 AM -11:00 AM and 1:00 PM – 3:00 PM |5 |25 June 2011 8:00 AM -12:00 AM and 1:00 PM – 4:00 PM |7 | |02 July 2011 8:00 AM -11:00 AM and 1:00 PM – 3:00 PM |5 | | | |09 July 2011 8:00 AM -11:00 AM and 1:00 PM – 3:00 PM |5 |09 July 2011 8:00 AM -12:00 AM and 1:00 PM – 5:00 PM |8 | |16 July 2011 8:00 AM -11:00 AM and 1:00 PM – 3:00 PM |5 | | | |23 July 2011 8:00 AM -11:00 AM and 1:00 PM – 3:00 PM |5 |23 July 2011 8:00 AM -12:00 AM and 1:00 PM – 4:00 PM |7 | |30 July 2011 8:00 AM -11:00 AM and 1:00 PM – 3:00 PM |5 |30 July 2011 8:00 AM -12:00 AM and 1:00 PM – 5:00 PM |8 | | |30 hours | ...
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...Week1. Academic Success. Aug 21 - Aug 27Week1 Academic Success Aug 21 - Aug 27 7.5 / 7.5 points Objectives/Competencies 1.1Identify university resources required for student success. 1.2Develop educational and professional goals. 1.3Recognize the importance of personal responsibility. 1.4Demonstrate the key elements of the writing process. Learning Activities Required Reading Becoming a Master Student, Introduction Reading Becoming a Master Student, Ch. 2 Reading Becoming a Master Student, Ch. 10 Reading Becoming a Master Student, Ch. 11 Reading Week One Electronic Reserve Readings Recommended Video Center for Writing Excellence (CWE) video Video Center for Math Excellence (CME) video Interactive/Tutorial University Library Interactive/Tutorial Financial Options Interactive/Tutorial The Writing Process Audio Audio: Goal Setting and Time Management Exploration Time Management and Goals Website Ethical Lens Inventory Assignments ASSIGNMENT STATUS FRIENDLY NAME TITLE DUE DATE POINTS UNREAD COMMENTS Participation Week One Participation Graded 4.5/4.5 7 Practice/Simulation/Homework/Game Ethical Lens Inventory submission Graded 3/3 Instructor Feedback Great discussion about goals last week. Students often cite procrastination as an obstacle to their productivity in achieving their goals. If you struggle with procrastination, please review pp. 50, 76, and 77 in your textbook Becoming a Master Student and think about implementing...
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...The PM of a company was tasked with hiring four engineers to be supervised for a crucial two-year project. Six months into the project the PM concludes that one of the recently hired engineers is not performing at an acceptable level. Human Resources is leaving it up to the PM to resolve the matter. The following courses of action can be taken by the PM to rectify the situation: 1. The PM could keep the employee. • Pros (benefits): There would be no additional investment in training required. • Cons (costs): Extra time is spent dealing with a non-performer and focus is taken away from the main PM tasks. The schedule could slip and/or the project could be over-budget. The rest of the team sees they are carrying the low performer’s weight. There is little motivation to work harder to pick up the slack (lack of accountability on poor performer's part) Return on Investment (ROI) is poor. The company has already invested the time and money into training this employee, but is getting very little out of the investment. 2. The PM could keep the employee and work with him to strengthen the areas that need improvement. • Pros (benefits): This shows that the PM is dedicated and willing to make an investment in his people/team. The PM promotes an inclusive culture where everyone can bring something to the table. The employee has already been trained for the project. The team is already familiar with the employee’s strengths and weaknesses...
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...TABLE OF CONTENTS 1.0 PURPOSE 2.0 REFERENCE DOCUMENTS 3.0 SAFE HANDLING TECHNIQUES 4.0 RESPONSIBILITY 5.0 PREVENTIVE MAINTENANCE SCHEDULE 6.0 EQUIPMENT AND MATERIALS REQUIRED FOR THE PM 7.0 SIGN-OFF SHEETS 8.0 BEST KNOWN METHODS 9.0 START-UP/SHUTDOWN PROCEDURES 1.0 PURPOSE: This Maintenance Instruction provides preventive maintenance procedures for the Axcelis GSD HE Ion Implanter. 2.0 REFERENCE DOCUMENTS: 2.1 SPI-41562T Electronic Tracking System EPRMS 2.2 SPI-41574T EEG Preventative Maintenance Guide 2.3 SPI-49009T EEG Departmental Operating Guide (DOG) 3.0 SAFE HANDLING TECHNIQUES: 3.1 Hardware interlocks, hazard alert labels, and protective guards on potentially dangerous areas of the system are used to protect personnel from exposure to hazards during normal maintenance. 3.2 Modification of the equipment, overriding or defeating of the interlocks, or failure to follow recommended procedures could result in personnel being exposed to hazards that can injure or kill. 3.3 Interlocks must not be overridden except when specifically called for to perform a defined maintenance procedure that cannot otherwise be performed. The Axcelis Implant systems use hazardous materials and gases that are toxic, poisonous, flammable or caustic. Very high electrical voltage (up to 3MV) is generated by the system to produce the desired process results. A person should not work alone due...
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...Management Services www.techno-managment.com Techno Management Company Profile-PM Table of Contents 1. Techno Management in a Glance ...................................................................................... 3 1.1 Who are we.................................................................................................................. 3 1.2 Vision .......................................................................................................................... 3 1.3 Mission ........................................................................................................................ 3 2. Our Services ....................................................................................................................... 4 3. Project Management Consultation Services ...................................................................... 5 3.1 Project Audit ............................................................................................................... 6 3.2 Project Management .................................................................................................... 6 3.3 Implementing MS Project Server ................................................................................ 6 3.4 Project Performance Management .............................................................................. 7 3.5 Developing Corporate PM Methodology .................................................................... 7 ...
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...to maximize production, machines are pushed to its absolute limits to cope with this demand. As utilization increases, the rate at which the machine parts get worn out increases thus the frequency of failure increases rapidly. To combat this problem and ensure that machines continue to operate at its optimum, maintenance work is carried out. One of the branches of maintenance technique which is carried out to prevent occurrences of failure before it happen is known as Preventive Maintenance (PM). However, performing PM may not be as easy as it requires great cooperation from the maintenance, production and management departments. This paper is written to study the aspects of effective PM and to analyze the causes of inefficient PM activity in a case study company and its implications. Another important approach taken is to investigate the causes of machine downtime by performing a root cause analysis. Affinity diagram was formed to highlight several issues with implementation of PM and a further analysis using Tree Diagram enabled to generate possible solutions. The findings of this provides prove that separating the machines into critical and non-critical categories, each having a different priority level is a crucial step towards solving the issue at hand and ensuring the reduction in downtime occurrence in addition to...
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...JONES & BARTLETT LEARNING INFORMATION SYSTEMS SECURITY & ASSURANCE SERIES LABORATORY MANUAL TO ACCOMPANY Security Strategies in Windows Platforms and Applications 1E REVISED 38542_FMxx.indd i 9/5/12 10:48 AM World Headquarters Jones & Bartlett Learning 5 Wall Street Burlington, MA 01803 978-443-5000 info@jblearning.com www.jblearning.com Jones & Bartlett Learning books and products are available through most bookstores and online booksellers. To contact Jones & Bartlett Learning directly, call 800-832-0034, fax 978-443-8000, or visit our website, www.jblearning.com. Substantial discounts on bulk quantities of Jones & Bartlett Learning publications are available to corporations, professional associations, and other qualified organizations. For details and specific discount information, contact the special sales department at Jones & Bartlett Learning via the above contact information or send an email to specialsales@jblearning.com. Copyright © 2013 by Jones & Bartlett Learning, LLC, an Ascend Learning Company All rights reserved. No part of the material protected by this copyright may be reproduced or utilized in any form, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without written permission from the copyright owner. The Laboratory Manual to accompany Security Strategies in Windowa Platforms and Applications is an independent publication and has not been authorized, sponsored, or otherwise...
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...Course Syllabus MKT 6336-0I1 Jindal School of Management The University of Texas at Dallas | Course Info | Tech Requirements | Access & Navigation | Communications | Resources | | Assessments | Academic Calendar | Scholastic Honesty | Course Evaluation | UTD Policies | Course Information Course Course Number/Section Course Title Term MKT 6336.0I1 Pricing Spring 2014 (January 13 – May 12) Professor Contact Information Professor Ram Rao Office Phone 972-883-2580 Email Address rrao@utdallas.edu Office Location SM 3.701 Teaching Assistant Office Email Address Administrative Assistant Office Phone Email Address Mohammad Zia McDermott 1.406N Mohammad.Zia1@utdallas.edu Andrea Hapeman SM 3.704 972-883-4743 andrea.hapeman@utdallas.edu Course Pre-requisites, Co-requisites, and/or Other Restrictions MKT 6301 or equivalent Course Description Pricing is the way a firm produces revenues from the value created by its product offerings. Much of marketing involves activities that are costly for the firm, while revenue generation depends on pricing that is sustainable and profitable. Students in this course will learn both the principles that can guide pricing and the practical considerations that make pricing a challenge. Sustainable and profitable pricing stands on three legs: costs, competition and consumer value. Some managers focus too much on costs, while others focus too much on competition. Decisions made in this way are typically not good. As we will see in this course, a manager...
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...Stakeholders and Risk Management (graded) | Both the PMBOK® Guide and the ATOM process discuss the role of stakeholders in risk management. How does a project manager identify stakeholders for a project? How does a project manager involve these stakeholders in risk management? | This section lists options that can be used to view responses. Collapse All | Print View | Show Options | Responses Responses are listed below in the following order: response, author and the date and time the response is posted. | | Sort by Response | Sort by Author | Sort by Date/Time* | (an instructor response) | | Question 1 ..Stakeholder Identification ?? | Professor Hiegel | 1/10/2015 3:46:03 PM | | | How does a project manager identify stakeholders for a project?orHow does a project manager know which stakeholders are more important to a project? | | | | RE: Question 1 ..Stakeholder Identification ?? | Phillip Murray | 1/11/2015 7:26:56 AM | | | If a stakeholder register has been executed as part of the initial plan then this will simplify this step greatly. I would revisit the register and "scrub" it for a comprehensive list of internal and external stakeholders. PMBOK chapter 13 on pgs 395-396, para 13.1.2.1 Stakeholder Analysis, describes several classification models that can be used to identify stakeholders. I also found a small article that says some of the same things in a simpler manner. http://www.projectmanager.com/identify-project-stakeholders...
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